News @ The GL@ZINE

Deceuninck Family Rejects Acquisition Proposal

Group Deceuninck confirms that its family shareholders mandated ING last year to evaluate the strategic options following an approach by a financial investor. The statement was made after an article appeared in the Belgian newspaper De Standaard on July 2nd 2005. 'The discussions did not lead to a concrete result', the statement says.

'The family shareholders would like to point out that they were contacted on a regular basis in the past by different categories of potential shareholders. It is the shareholders' and enterprise's interest always to bear in mind the long term development of the company. Hence that is why all strategic options, such as potential capital increase, a capital reshufle or a partnership are subject to evaluation on a regular basis. Today a decision on this subject is not under consideration.'

'The Group experienced an important expansion over the last years, especially through external growth. After the aqcuisition of the German Thyssen Polymer in 2003 Deceuninck became a worldwide leader in the sector of PVC-U windows and building profiles. The sector is currently characterised by a new consolidation wave. A further expansion therefore remains a possibility'.

'As family shareholders we constantly evaluate all strategic options in order to safeguard the future of the company in the interests of all stakeholders - staff, management, shareholders and customers' says Arnold Deceuninck, Chairman of the Board of Directors.

Shares in Deceuninck were sharply higher after the statement was released-- up 1.75 eur or 7.28 pct at 25.80 eur.
One analyst said: 'Today's announcement clearly means that the family considers the moment for a sale inappropriate or the price that was offered by a financial investor as too low.' The stock was upgraded to 'outperform' from 'neutral' at KBC for different reasons -- the broker citing declining PVC prices as contributing to positive sentiment for the share.

Wagner (GB) Ltd regrets to announce the death on 23rd June of former Sales Director, Peter Watling, following a stroke. Peter retired for reasons of ill health in 1998.

Throughout his 14 years with Wagner, Peter enjoyed the friendship and respect not only of his colleagues at Wagner, but also of suppliers and customers alike.

His ready wit made him a most popular figure, whilst his commitment to the market and to the company was a major factor in helping Wagner to achieve its current position as one of the industry’s most widely respected hardware distributors.

Since his retirement, he continued to enjoy golf, traditional jazz and the company of a wide circle of friends.

Our thoughts are with Peter’s wife, Maureen, and the couple’s children at this time.

Veka plc has appointed Mark de Meza to the position of Managing Director. Mark, 40, has spent time in a number of key positions in the software, construction and food manufacturing industries. He qualified with KPMG as a chartered accountant so will also take on the role of Financial Director within the company.

Mark's appointment completes the line up of the Veka plc board of directors, which includes Mark Rogers as Sales and Marketing Director, and Dave Jones as Operations Director.

Despite being a keen Manchester City supporter, Mark speaks French and German and has a wife and baby daughter, whose birth coincided with his start at Veka.

With Veka emphasising its long term commitment to the UK glazing market with the £10 million investment in a new distribution complex and disposal of the trim business to focus on extrusion capacity, Mark intends to continue strengthening Veka's position to fulfil the company's target of being the best employer and supplier in the sector:

'A particular emphasis will be given to further development of our customer offering,' said Mark. 'Veka's commitment to continuous investment in the company's infrastructure and people to ensure market leading customer service is one of the things that attracted me to the position. As part of the new team I intend to build upon that.'

(left to right) Mark Rogers, Sales & Marketing Director, Dave Jones Operations Director and Mark de Meza Veka plc new Managing Director.

The tree-lined fairways and glassy greens of the Hawkstone Park, Windmill Course provided both a test of golf and a stunning backdrop to the 2005 GM Fundraising Golf Day. With hot and breezy weather, the golf experience was more akin to Spain than Shropshire and conditions favoured the low-handicappers. The competition for prizes in the Team Stableford event was nevertheless intense and spectators witnessed some extraordinary golf.

The Promac Group foursome of David Stockton-Chalk, Scott Haslingden, David Higgs and Joe Hague won the competition with an excellent score of 90 points. Joe Hague of Promac, playing off a handicap of 6 won the prize for best individual with an impressive 40 points.

Pushing them hard with 88 points were runners-up, KEB Fabrications (above) represented by Andy Flavell, Neil Preston, Mark Willis and Sid Smart.

Wendland Roof Solution’s Iain McInnes won the 18-Hole Putting Competition, with a score of 35 despite ‘allegedly’ not having played for four years. GM Fundraising founder, Gary Morton also took the opportunity to present him with the Rider of the Tour Yellow Jersey from the recent GM Fundraising John O’Groats-Lands End Cycle Ride.

Prizes were also awarded for two Nearest-the-pin holes, two Longest Drive holes and Conservatory Roof Craft sheepishly collected suitably tacky plastic trophies for coming last with a score too embarrassing to record here.

Following the Presentation Dinner, comedian Jimmy Bright, provided excellent entertainment with his deadpan delivery, dry wit and observations on life. A subsequent raffle and charity auction was generously supported by all present, with the whole day raising nearly £11,000 for the children of Hope House Hospice.

In his closing remarks, Gary Morton expressed thanks to the sponsors, auction bidders and participating teams, on behalf of GM Fundraising and the team at Hope House who provide palliative care for children with terminal conditions. Among the event sponsors were Business Micro’s, Maco UK, Machinery Finance & Leasing, Promac Group, Fenestra Journal and Graphisign.

Email: mailto:gary@garymorton.co.uk

EPSE (European Polycarbonate Sheet Extruders), an EuPC Sector Group representing polycarbonate clear sheet extruders, welcomed four new members during its General Assembly: GE Plastics, Bayer Sheet Europe, Polygal Plastics Industries and Palram. From now on, these four members of the former European organisation EAMPCS ('European Association of Manufacturers of Polycarbonate Sheet') are members of the enlarged EPSE. EAMPCS which was created in 2002 is in phase of liquidation.

Due to the 'merger' of non-integrated and integrated companies into one organisation, EPSE obtained a much stronger and representative support for defending the interest of the European polycarbonate sheet producers. Robin Black, President of EPSE, welcomed this merger. 'It will only help in achieving the goals of the EPSE organisation, that is to say, ensure a quality product of PC sheets in an enlarged European Union'.

EPSE wiil continue to work on European standards and fire performances but will also develop some further marketing activities to promote PC sheets.

The total list of the eleven EPSE members can be found on the webpage http://www.epse.org

Since the acquisition of Hetleys Glass, Pearsons Glass Limited has now become the largest supplier of decorative and coloured glass in the United Kingdom and is committed to investing in the most up-to-date machinery, technology and people.

With this in mind Pearsons is moving its southern based division to bigger premises to Unit 9, Lyon Way, Greenford, Middlesex, UB6 0BN, the move should be complete by 1st August 2005. Pearsons has moved premises four times since 1977 and has warehouse space of 35,000ft in both Liverpool the main headquarters and East Kilbride in Scotland a satellite depot.

‘We believe in investing in the future and will now be able to offer a service second to none with the best quality materials and products.’ says the company.

26 Years on Padiham Glass is Still at the Forefront of Next Generation Glass Processing

Padiham Glass celebrates its 26th anniversary this year. The company houses one of the largest Cool Temper toughening furnaces in the UK. Padiham relocated 12 months ago to new state of the art premises, to provide enough space to expand. Just a year on and the company is already investing again to add a further 10,000 square feet to its existing 25,000 square foot operation.

Anthony Clarkson, Sales Manager of Padiham explains why: ‘This extra capacity is to accommodate the latest machinery enabling Padiham to supply sealed units with Edgetech's advanced Super Spacer® technology. As well as supplying the best product and service, it's our role to be on the look out for innovations that give our customers even more of a competitive edge. Edgetech Super Spacer does just this. With Part L and the whole focus of Building Regulations being on improving standards over the next ten years or so, we need products that are regulation-proof. Products that are so far ahead of the competition, they are clear winners.’

Padiham Glass is a quality conscious company that looks set to continue its growth, despite the downturn in the market. Jeremy Kemp, Operations Director of Padiham concludes: ‘Last year Padiham invested £2 million in the new premises and relocation. This year it has invested an additional £1 million in the machinery which will be fully on line in October. To further differentiate Padiham from the competition, we are branding our sealed units. We want people to know that if they buy from Padiham, they will buy a quality product. By keeping our foot on the pedal to drive the company forward, and constantly looking for ways to offer our customers an even better service and products to differentiate themselves, we believe we're well placed to continue our growth.’

Tel: 01282 774124
Web: http://www.padihamglass.co.uk

PPG Industries should deliver another strong performance in 2005, said Charles E. Bunch, president and chief executive officer, at the company’s recent annual meeting.

'As 2004 illustrated, the strength and, just as important, the balance of our businesses enables us to generate strong earnings and cash flow in nearly all stages of the economic cycle,' said Bunch, who became chairman and CEO July 1st, as announced last month.

PPG generated record sales of $9.5 billion in 2004, with net income up 38 percent to $683 million and cash from operations exceeding $1 billion.

Bunch said he sees continued strength in the company’s chlor-alkali business in 2005. 'In addition, our optical products business is positioned to enjoy continued growth with the introduction of our fifth-generation Transitions photochromic lenses. We believe there are good opportunities in glass and fibre glass. Demand remains strong in flat glass. Meanwhile, operating rates in fibre glass have grown.'

PPG’s coatings businesses are expected to remain strong, though Bunch said, 'We don’t see the rise in raw materials costs – which began at midyear last year – abating in the short term.'

Bunch said the company will continue to follow its five prescribed uses of cash. In order, they are: paying dividends, prudent funding of existing businesses, managing the debt portfolio, pursuing logical acquisitions and repurchasing stock.

Earlier in the day PPG’s board of directors raised the quarterly dividend on the company’s common stock to 47 cents from 45 cents a share, payable June 10th to shareholders of record May 10th. With the increase announced recently, PPG has raised shareholder payments every year since 1972. PPG has paid dividends without interruption since 1899.

'Our ability to generate cash also provides us the flexibility to invest in acquisitions throughout the economic cycle,' Bunch said. 'With more opportunities beginning to surface, we will likely be more active on the acquisition front, continuing to invest in our coatings and optical products businesses.'

Bunch added that PPG doesn’t expect to make another $2 billion in acquisitions as the company did in the latter half of the 1990s. 'Instead, we anticipate making small, bolt-on acquisitions,' Bunch said.

Bunch also said the company remains committed to its plan to repurchase up to $500 million of its shares this year, buying back more than $100 million in the first quarter. PPG’s plan to repurchase $500 million in stock in 2005, combined with the $100 million of stock the company repurchased in 2004, represents about 5 percent of the company’s outstanding shares.

Chairman Raymond W. LeBoeuf, who announced last month that he would retire July 1st after 25 years with the company, the last eight as chairman and CEO, conducted the meeting and reflected on the company’s efforts to build a better mix of businesses during his tenure. 'As a result of more than 20 acquisitions and several divestitures, we generated more than 70 percent of our operating income last year from coatings and optical products – our growth businesses,' LeBeouf said.

Also Allen J. Krowe, retired director and vice chairman of Texaco Inc., retired from PPG’s board of directors after 18 years of service.

Scotland's largest roof fabricator Ayrshire Agencies switched to Synseal's Global roof last year and says that it hasn't looked back since.

‘We've fabricated over 1,200 Global roofs and we haven't had one significant complaint,’ enthuses Cecil Wilson, Managing Director at Ayrshire Agencies.

‘Technically the roof is fantastic and the constant innovation, like the tie bolt that eliminates most tie bars and makes a huge difference to the look of the roof, makes it easier for us to fabricate and easier for our customers to install. While our competitors were selling at prices below cost we kept on fabricating to the same exacting standards. Some customers opted for the low prices but have now come back for our quality product. We pride ourselves on being skilled craftsmen and some of our most experienced fabricators have been with the company for over ten years. We are delighted our customers can see the benefits in Global and are choosing Ayrshire Agencies.’

Tel: 01623 443 200

Reaping The Rewards Of K2’s Approved Installer Scheme

K2’s installers have revealed that membership of its Approved Installer Scheme has led to increased business success, with members across the UK reporting new customers and new commissions as a direct result of joining the scheme.

Launched last year, the Approved Installer Scheme has seen numerous companies gaining accreditation after undergoing a lengthy and in-depth audit process in order to qualify for the initiative, which is one of the most stringent in the home improvement sector.

The scheme was designed in association with the Federation of Master Builders, one of the UK’s most respected trade bodies with a 60-year history of excellent standards. As a condition of joining the scheme, Approved Installers must meet the stringent conditions of FMB membership as a Warranted Builder, adhere to the FMB code of practice and provide a 10-year MasterBond warranty with every installation.

The Accredited Installers come from all over the United Kingdom and include some of the best known names in the business. One of these success stories is East Sussex-based Scott James Commercial Ltd who has benefited greatly from being an Approved Installer.

Steven Underwood, Director at Scott James Commercial (pictured left) comments: 'We were already stocking the full range of K2 products and we thought that signing up to the scheme would be an obvious choice as well as a natural business progression. We became an accredited Approved Installer last December and since then have had numerous sales as a direct result of joining this initiative.'

Another installer who has experienced numerous benefits from joining the Approved Installer scheme is Cardiff Glass, who has also had several sales and referrals from K2’s website, due to membership of the scheme.

Shaun Armstrong, Managing Director of Cardiff Glass (pictured right) comments: 'Membership of the Approved Installers scheme with the accreditation of both K2 and the FMB allows us to provide a guarantee of our workmanship to customers and reassure them that we provide high quality installations. We have already had several new customers as a direct result of the Approved Installer scheme, and we hope to attract many more in the future.'

Managing Director at K2, Sally Fielding, comments: 'At K2 we believe in providing the highest levels of customer support and we always insist that any support package we introduce offers real practical benefits and ultimately assists our customers to bring in new business, which benefits us all.'

Sally continues: 'The Approved Installer Scheme offers not only wide ranging support from K2, including marketing materials and a presence on the K2 website, but also offers the home owner the confidence of the backing of the FMB and reassurance that the installer they choose is accredited by a credible organisation. We are delighted that the scheme is now being recognised as a badge of quality and we look forward to welcoming more accredited installers on to the scheme.'

To achieve sustainable growth in a mature market Shepley Window Systems believes window companies need to sell significant improvements over first generation frames. That’s why Shepley has launched a new stainless steel shootbolt and improvements to the fully sculptured Visage Ornate® range.

The new stainless steel centre lock matches the existing stainless steel door mechanism and offers a wealth of new sales features including: -

• Centre, twin ‘claws’ that locate into robust keeps preventing disengagement;

• Corrosion-free, stainless steel lock to match existing door range;

• Bi-directional shootbolts and rollercams;

• Backed by a 10-year performance guarantee & meets the requirements of BS 7950.

Shepley’s fully sculptured Visage Ornate® range of PVCu windows and doors has also been improved with a new whiter finish, providing a cleaner and better-looking profile and the co-extruded black gasket has been replaced with a less obtrusive grey version.

For a product demonstration call Shepley on 0161 339 2433.

Web: http://www.shepley.com

During a series of tests conducted over the last few weeks at the company’s Coventry Showcase, Albert Equipment UK successfully managed to grind edges of borosilicate glass using one of its 3F-120 straight line edging machines.

'Borosilicate glass has a particular characteristic of being extremely hard and more difficult to work with' says Damien Pooley, Product Manager at Albert Equipment UK. 'We were interested in seeing how our machine would react to the rigours of using borosilicate glass and were delighted to see that the 3F-120 machine coped admirably. This goes to show the resilience of our machines when subjected to even greater strains than normal and proves to us that they can be used for technical glass applications as well as straightforward architectural ones'.

The ability to edge borosilicate glass could prove to be extremely useful to Albert Equipment UK as its partner, the Skan Group, has a division that is one of the largest stockists of technical glasses in the country.

Borosilicate glass is used in applications when clear float glass would normally struggle with thermal fractures or acidic corrosion. Applications include oven doors, floodlighting systems and reaction vessels.

Tel: 0121 7333003
Email: mailto:sales@albertequipment.co.uk

In view of the strong growth trends in Latin American markets, Saint-Gobain's Flat Glass Sector (Saint-Gobain Vitrage) has decided to expand its presence in the region with the construction of a new float glass production line in Mexico.

This facility is to be built at the Cuautla Morelos site in southern Mexico, where Saint-Gobain Vitrage already operates a float line and a plant specialising in flat glass processing for the automotive industry.

Output from the new facility will be sold on the Mexican market and also exported to the US, Central America and the Caribbean.

The cost of the investment will be approximately USD 100 million.

Production is due to start at the end of 2006.

This operation constitutes a further step in the Group's growth strategy in emerging countries.

Saint-Gobain’s Flat Glass Sector in Mexico
Saint-Gobain's Flat Glass Sector is present in 39 countries and has been operating in Mexico since 1996.

In Cuautla, Morelos, Saint-Gobain's Flat Glass Sector has a flat glass plant, as well as facilities for producing layered and laminated glass and mirrors (Saint-Gobain Glass). It also has an automotive glass processing facility (Saint-Gobain Sekurit).

In Querétaro, Saint-Gobain's Flat Glass Sector also operates a plant specialising in the manufacture of glass for home appliances (Euroveder).

It is also present in the distribution of replacement glass for the automotive industry through its Autover network.

A year on from Ivan Copley’s appointment as Sales Director at Scarborough based AWJ Glass the company has just recorded an impressive growth rate of 40% for its financial year ending March 2005. His current role includes identifying and implementing systems and strategies to enable further expansion in new and existing market sectors.

Ivan (pictured right) is also responsible for the company’s customer service operation as well as sales growth, and plans to introduce an even greater understanding of customer service requirements.

‘I believe exceptional customer service and building relationships are key to business,’ he says. ‘My success over the years has come through working closely with customers to ensure that these aims are achieved and I’m pleased to be already seeing the benefits of bringing this experience to AWJ.’

A full range of glass and glazing services is offered by AWJ, and its state-of-the-art factory manufactures sealed units for both the trade and retail sector.

The company has the knowledge and manpower to supply and install anything from large shop front glazing to the smallest window panes.

Ivan says that while the market is not expecting to see significant growth in 2005, AWJ looks set to continue its recent year on year growth pattern. ‘As an expanding business, it is also important that we portray a professional image, and so I will be introducing several marketing initiatives as a major part of our ongoing development.’

He adds, ‘As we expand, the profile of the business we can attract will change. While, of course, we wish to retain existing business, it is important that the company understands and remains close to ever-changing market requirements, and that our production facility can deal with the additional products and new areas that we move into.’

‘No doubt 2005 and beyond will continue to be challenging times,’ says Ivan, ‘but I believe that our growing reputation for service and quality will play a major part in achieving our ambitious sales objectives for the future.’

Three window manufacturers have achieved the BM TRADA Q-Mark for High Performance Timber Windows, deemed to be the most rigorous third-party certification scheme in the industry.

The successful new members are West Port Timber & Window Technology in Maryport, Cumbria, Bereco Ltd in Rotherham and Wright Joinery in Hull.

BM TRADA launched the Q-Mark scheme to give manufacturers a means of differentiating their genuine high performance windows from the many designs on the market, said Product Certification Manager Simon Beer. 'Architects, specifiers and end users want the reassurance that they are buying a window that will perform throughout its life. The Q-Mark offers them a yardstick against which other products can be measured.'

One of the drivers for Wright Joinery, said Managing Director Mark Eggleston, was the fact that Hull City Council had specified Q-Mark for regeneration projects within the city. Mr Beer added, 'For councils like Hull and Newcastle, which has also written Q-Mark into its joinery specifications, it is a guarantee of performance.
High performance windows have the added advantage that they will require less frequent maintenance and replacement than a lower quality alternative, offering significant cost savings in the long term.'

All three companies found the scheme demanding but would say that BM TRADA, on the other hand, was easy to deal with. Testing is done by sister company Chiltern Dynamics, which has several benefits, including good lines of communication throughout the whole process. Sean Parnaby, Managing Director of West Port, said, 'BM TRADA understands our business. Your technical people were able to relate directly to ours, enabling us to progress quickly.'

The fact that the scheme looks at 'the whole of the window, including design and quality of materials, not just certain aspects of it' commended Q-Mark to Bereco, said Managing Director Kevin Martin. Manufacturers must submit their products for initial type testing, followed by audit testing to a wide range of performance criteria. Random samples are supplied for audit testing on an annual basis and each range will be fully re-tested within a three-year period, ensuring consistency of production.

As a further guarantee of consistency, scheme members must operate a documented Quality Management System and their factories will also be audited periodically.

All windows supplied by Q-Mark members will be marked with a scheme label, normally placed on the hinge edge of an opening light or frame. The label bears a unique number for each member, traceable via their entry on the BM TRADA website at http://www.bmtrada.com.

Simon Beer praised the new members for their strong commitment to quality and service. 'By achieving Q-Mark, West Port, Bereco and Wright Joinery are setting new standards for the industry.'

To find out more about BM TRADA Certification Q-Mark schemes call Simon Beer on 01494 569821 or email mailto:sbeer@bmtrada.com.

Middlesbrough based M.B. Distribution Ltd, which recently signed up as an official distributor for hardware manufacturer Avocet, has increased orders for the company’s products threefold since its appointment earlier this year. Avocet and M.B. are working closely together to ensure that regional customers receive not only the best quality products but also a professional order processing service backed up by superior technical & sales support.

M.B. was appointed as an Avocet distributor in February 2005 as part of the hardware manufacturer’s recent strategy to engage additional third party representatives to its distribution network. Avocet has been actively seeking partners in selected regions who already have an excellent reputation in all areas of service and delivery, and according to Sales & Marketing Director Jonathan Fennell, Avocet believes that M.B. has the right approach: ‘M.B. has been working in the Middlesbrough and Newcastle areas for over 20 years now, servicing customers right across the North of England and beyond. The company is well known as the number one local window and door hardware supplier and has an excellent name for both quality and service. As partners there is a lot of synergy between us and that is proving to be a valuable asset. We are doing all we can to support the company and we will continue to ensure it receives as much help as possible from us so it can continue to grow.’

M.B.’s managing director Mike Greenup echoed these sentiments: ‘M.B. Distribution is pleased and excited to have been able to go in to this partnership with Avocet and can only see positives resulting from this, both for ourselves, Avocet and of course our customers, who now have access to an even greater product range available from a single local stockist.’

The decision to appoint third party distributors to represent the company and service a percentage of its customer base was made by Avocet following an extensive review of its customers and markets last year. Jonathan Fennell comments:

‘This makes good business sense on many levels. Distributors like M.B. understand better than anyone what their customers needs are and how to best service those needs. The company’s expertise will be very valuable to us, as M.B.’s advancing sales have proved. This strategy will also enable us to reduce manufacturing, processing and logistics costs and allow us to focus on enhancing our product offering according to market demand. Our distribution network will be able to offer superior levels of service while also maintaining competitive pricing structures.

‘I’d like to offer our congratulations to M.B. on a great performance since February – I believe we have a great future working together.’

The much-awaited ‘1279’ standard was finally published towards the end of May 2005. ‘But be careful, you still cannot claim that you comply with the standard until the beginning of 2006.’ says Two River Solutions.

Two River Solutions is one of the leading Business Development companies who are working with the glass and glazing industry to help sealed unit manufacturers meet their legal responsibilities and ensure that manufacturers can use this new standard to grow their business but more importantly their profitability.

Two River Solutions director Peter Brudenell has over 15 years experience in the fenestration industry and fully understands how the small and medium sized companies are affected by the new standard. Peter says ‘while looking at the cost of implementing the requirements, many companies will think that this is a cost that is coming off their bottom line, which of course it is. However, if they use the new standard to look at what and how they manufacture they can be surprised at how much more they can produce and in turn how much more profit they can make.’

What’s required for BS EN 1279? The simple guide
1. Product tested by a notified body e.g. BSI Product Services
2. Factory Production Control System e.g. Quality System
3. Evidence that daily testing is being carried out
4. Declaration of Conformity

‘We have all read in the past pages and pages of what you need to have and when you need to have it. The, when do you need it is simple, as soon as possible.

‘If you haven’t already had your units tested to part 2 of the standard, at least get them booked in. Testing is likely to be the major problem in getting all manufacturers CE compliant in time. Don’t forget, if you gas fill you will need to comply with part 3 of the standard as well.

‘You need to start planning your Factory Production Control (FPC) system. You can do this yourself but you may find it useful to use the services of a company like Two River Solutions. What ever you chose, the FPC, once you claim CE Compliance, must be available for the authorities and customers to check, as required. The system must cover every aspect of unit manufacture i.e. from purchasing to delivery. The system must also include the evidence that you purchase the same materials for the manufacture of your units as the units that were initially tested and that these materials are tested as required by the standard.’

Confused by the FPC? It’s relatively simple once you understand the standard.
1. Make a written ‘system description’. This is a comprehensive list of the products used in the manufacture of your units.
2. Ensure that you have implemented the required testing regimes and provide the evidence that this has been done. The testing and paperwork must be completed on a daily basis.
3. Set out in a ‘quality manual’ the steps of how you manufacture your units and how you ensure that they are manufactured to a consistent standard. This doesn’t have to be reams and reams of paper but should be fairly comprehensive.

To claim CE compliance you must have the following in place:
1. Initial test report showing a ‘pass’
2. FPC in place and working
3. Meet the marking/labelling requirements
4. Sign the CE declaration

Once you claim CE compliance and not before, the ‘routine’ testing of units begin. For the first two years you will have to have your units tested every six months. If you get four ‘passes’ then you will only have to your units tested every twelve months after that.

‘As you can see this is only a brief description as to what is required but if you work through the stages in a structured way then you should be able to manage to implement the requirements yourself. Alternatively you could contact Two River Solutions who would be pleased to discuss your requirements and offer a competitively priced quotation.

‘Two River Solutions works with a variety of companies who are looking to meet the minimum requirements of BS EN 1279 to companies with turnovers of over £20,000,000 who are looking for full ISO 9001:2000 and BSI Kitemark accreditation. Some of our clients have made a huge cost saving of over 10% of turnover by implementing the complete TRS quality system.’

Two River Solutions is also planning to hold a series of 1279 workshops in the autumn to help companies complete their own manuals.

Tel: 01608 664814
Web: http://www.tworiversolutions.com

Tenants in social housing deserve decent homes, Housing Minister Yvette Cooper said in Harrogate recently. Speaking at the Chartered Institute of Housing's annual conference, she said the Government was committed to improving housing and building new homes for the next generation.

She announced a £3bn funding package to refurbish 125,000 homes to modern standards and build 1,400 new social rented homes. Of that £3bn, £1.8bn will be levered in from the private sector.

'We need to build new homes for the next generation and to make sure social housing meets the modern standards tenants have a right to expect. It is not fair that at the beginning of the 21st century some social tenants should be living in houses without decent kitchens or bathrooms or even without proper heating or with old leaky windows. That is why the decent homes programme is so important.

'We have seen £21bn invested since 1997 refurbishing old council housing, transforming the lives of tenants. The number of non-decent homes has dropped by one million as a result. Today's announcement of £3bn will help 125,000 more families get a decent warm home.

'The funding will also help build new social homes. This country needs to build more homes for the next generation, both in the social and private housing sectors. If we don't we will deny too many of the next generation of young people the chance for an affordable high quality home.'

As part of the Decent Homes drive the Minister announced 61 schemes, involving 34 local authorities that will ensure social rented homes meet minimum standards of decency, and boost provision of new social rented homes.

Announced in the 2005 round of programmes are 11 new transfer schemes to registered social landlords; ten schemes have been awarded places on the Arms Length Management Organisation (ALMO) programme including an existing ALMO being extended; and seven new Housing PFI schemes.

As well, 33 schemes held open to receive gap funding will enable councils to transfer to registered social landlords when their stock has a negative value.
Also announced was the first Efficiency Challenge Fund grants to groups of social landlords, which the Minister said would improve the quality and reduce the costs of work needed to meet the decent homes target.

'They will do this by co-ordinating their procurement activities, using joint arrangements to get better value and look for ways to maximise the positive impact their very large collective spending can have on the wider community, in regeneration, employment and training.'

Three consortia won funding for projects, covering 28 LAs, ALMOs and RSLs in London and South Yorkshire with 340,000 dwellings. They plan to set up arrangements to procure jointly over £2bn of capital works needed to meet the decent homes standard, producing significant efficiency gains which will be reinvested in the members' housing stock. The Minister challenged other social landlords to put forward their own plans for support from the Fund.

Giving people choice remains high on the Government's agenda and £4million has been provided to support the creation of sub-regional and regional choice based lettings. Social landlords will also be updated on our CBL policy at the CIH conference by issuing a promotional leaflet on choice.

New guidance for social landlords has been also been issued, enabling them to draft their management strategies to implement policies to deal with rent arrears. This includes early intervention, direct and personal contact with tenants, rent incentive schemes, and enhanced welfare benefits advice and referral to debt counselling services.

How high is the risk that the earth will ever be hit by an asteroid that causes significant damage? This is a question that is being asked not only by Hollywood film-makers, but also serious astronomers. A specialised asteroid observatory that will be called 'PanStarrs' (Panoramic Survey Telescope and Rapid Response System) is currently being established as part of the Astronomical Institute of the University of Hawaii. It is designed to be able to detect and measure as many of the celestial bodies contained in our solar system as possible that have a diameter of 300 meters or more. An asteroid of this size could cause a natural catastrophe, should it ever hit the surface of the earth.

PanStarrs will consist of four wide angle telescopes that are linked together to observe the same region of the sky simultaneously. This is important because it eliminates imaging errors from occurring and reduces uncertainties.

Asteroids are moving objects that do not emit any light and are therefore very difficult to find. Only after they can be viewed using more than one telescope, can one be sure of their existence. At PanStarrs, each of the wide angle telescopes has a viewing field of 3 x 3 degrees (by comparison, a full moon exhibits expansion of approximately one half of a degree) and is driven by a CCD camera with one billion pixels. With exposure times of between 30 and 60 seconds per photo, the entire sky that can be viewed from Hawaii can be scanned several times per month.

Astronomers are looking to use this image data to detect asteroids and comets, calculate their flight paths and assess how dangerous they could become.

Panstarrs is said to be able to reliably predict the position they’ll be in 50 years in advance and, therefore, represents a reliable early warning system.

A perfect copy of the telescope that will be used in PanStarrs will become available as a prototype by 2006. It will be used to test both the technology and how images are to be evaluated. Schott AG has been contracted to construct a mounted system for the mirror that will be used in the prototype, using its glass ceramic product 'Zerodur'. It will have a diameter of 1.84 meters and contain a hole in the middle that is 0.9 meters 90 cm wide. This unconventional telescopic mirror will allow for an extremely compact optical design. The light that enters will be reflected several times and then be guided through the hole until it reaches the CCD camera.

Web: http://pan-starrs.ifa.hawaii.edu/public/index.html

- The Group's net sales according to IFRS were EUR 58.7 (60.3) million and profit was EUR 5.1 (8.0) million
- Profit before taxes was EUR 5.2 (8.8) million, 8.9% (14.6) of net sales.
- In the current year, the Group's net sales and operating profit by quarter will be weighted more towards the end of year than in 2004
- Earnings per share were EUR 0.04 (0.08)
- Equity ratio was 59.4% (53.8) and equity per share EUR 1.52 (1.50).
- Order book was at 31st March EUR 139.1 (116.2) million; at 30th April EUR 148,1 (121,4) million
- Order intake so far significantly higher than the previous year
- Glaston Technologies has decided to expand its factory in China
- In the current year, Kyro is aiming for better net sales and operating profit than in 2004

Kyro Group Structure
Kyro's business areas are Glaston Technologies and Energy. The main business area, Glaston Technologies, consists of the Glass Machinery group and the Glass Processing group.

The Glass Machinery group is the global market leader in glass processing machines.The Glass Machinery group's products are glass pre-processing machines as well as safety glass machines for the architectural and automotive industries. The group consists of Tamglass, the technology and market leader in safety glass machines,Uniglass, which manufactures flat tempering machines, and the supplier of glass pre-processing machines, Z. Bavelloni, which also produces stone processing machines.

Tamglass' Glass Processing Group focuses on markets in Finland and neighbouring countries and is the leading comprehensive supplier of glass processing products in Finland. Its products are safety, insulating and balcony glasses and balcony systems.

Kyro's second business area is Energy, which consists of the electricity and heat generating plants of Kyro Power Oy.

Net Sales and Profit
The Kyro Group's net sales in the period under review totalled EUR 58.7 (60.3) million. The Group's operating profit was EUR 5.1 (8.0) million. This represented 8.7% (13.3) of net sales. The direct effect of the strengthening of the euro was to reduce net sales by EUR 0.6 million. Indirectly, a strong euro slows growth in net sales much more through high prices. The location of Tamglass machine manufacturing in different currency areas has compensated for the impact of foreign exchange rates. In the current year, the Group's net sales and operating profit by quarter will be weighted more towards the end of year than in 2004.

Net financial items totalled EUR 0.1* (0.7) million. This includes interest, dividend and other financial income of EUR 1.2* (1.1) million, and interest and other financial expenses of EUR 1.1 (0.4) million. In the beginning of 2005 Kyro adopted IAS 39 principles concerning recognition and valuation of financial instruments. Therefore, on 1st January 2005 unrealised value increases, EUR 0.7 million, adjusted with taxes, have been booked directly into the equity.

Profit before taxes was EUR 5.2* (8.8) million. This represented 8.9*% (14.6) of net sales. Profit for the financial period was EUR 3.4* (6.1) million. Return on invested capital stood at 15.2*% (23.4). Earnings per share were EUR 0.04* (0.08).

The Group's order book at 31st March was EUR 139.1 (116.2) million.

* The figures are not directly comparable with the previous years' figures due to adoption of IAS39.

Financing
The Group's financial standing is good. Liquid funds and securities totalled EUR 11.5 (24.0) million. Interest-bearing liabilities amounted to EUR 23.7 (33.7) million and interest-bearing net debt to EUR 12.2 (9.4) million. Gearing stood at 10.1% (8.0). Equity per share was EUR 1.52 (1.50). Equity ratio was 59.4% (53.8).

Cash flow from business operations was EUR 3.1 (7.3) million. A total of EUR 5.5 million was paid in dividends. In the comparison period of the previous year, EUR 11.8 million was paid in dividends: basic dividends EUR 5.9 million and supplementary dividends EUR 5.9 million.

Investments
Investments totalled EUR 1.9 (1.0) million. This figure includes capitalised product development costs of EUR 0.9 million, Glass Processing's new production line as well as repair and maintenance investments.

Personnel
At the end of the period under review, the Kyro Group had 1,204 (1,126) employees. The number of Group employees working abroad was 774 (701). The average number of employees was 1,201 (1,128). The number of employees has grown compared with the corresponding period last year due to the start-up of Bavelloni's Brazilian factory and the opening of the new joint Tamglass-Bavelloni sales offices in Shanghai and Moscow. The number of employees at the end of March was the same as at the end of 2004.

Kyro Corporation received on 16th May, 2005 from Oy G.W. Sohlberg Ab and GWS Trade Oy a notification in compliance with Chapter 2 Section 9 of the Finnish Securities Market Act according to which GWS Group's ownership share of votes and share capital in Kyro Corporation has risen above 25%.

GWS Group's ownership share of Kyro Corporation's votes is 33.10% and of share capital 33.10 %.

1. Name of target company: Kyro Corporation (Business Identity Code 1651585-0)
2. Date of ownership change: May 16th 2005
3. Holding in Kyro Corporation in detail:

Oy G.W. Sohlberg Ab: 12,819,400 (No. of Shares owned) 16.16% (Share of capital) 16.16% (Share of votes)

GWS Trade Oy: 13,446,.700 (No. of Shares owned) 16.95% (Share of capital) 16.95% (Share of votes)

GWS Group Total: 26.266.100 (No. of Shares owned) 33.10% (Share of capital) 33.10% (Share of votes)

The share capital of Kyro Corporation consists of 79 350 000 shares, which convey a total of 79 350 000 votes.

Southwall Technologies Announces 41% Year-over-Year Increase in Q1 2005 Revenues

Southwall Technologies Inc. released its financial results for the first quarter fiscal 2005 following the close of market on May 2nd, 2005.

Selected First Quarter 2005 Financial Highlights:
-- Revenues of $15.6 million, an increase of 41% from $11.1 million in the first quarter of 2004 and a decrease of 2% from $16.0 million in the fourth quarter of 2004.

-- Gross profit of $4.4 million, an increase of 68% from $2.6 million in the first quarter of 2004 and a decrease of 36% from $6.8 million in the fourth quarter of 2004.

-- Net income of $1.7 million, an increase of $8.4 million over the first quarter of 2004 and a decrease of $1.5 million, or 47% from the fourth quarter of 2004.

-- Net income per fully diluted share of $0.05, compared to net loss per share of $0.53 in the first quarter of 2004 and net income of $0.10 per fully diluted share in the fourth quarter of 2004.

'Our first quarter 2005 financial results delivered impressive year over year revenue and profit growth. It also represents Southwall's fourth consecutive profitable quarter,' said Thomas G. Hood, Southwall's president and chief executive officer. 'For the balance of 2005, our focus remains on profitable operations while continuing to build out our longer term growth strategy centered on bringing innovative new products to the three core markets we serve.'

The Glass Processing Days Convention has as its objectives – to collate and distribute information; to create co-operation networks between architects, designers, research institutes, universities and industry; to provide a starting point for innovations and bring them to the market; and to help harmonise global standardisation. I can certainly confirm from my participation at GPD last month that, in terms of meeting these objectives, GPD has no equal and can still boast its contribution to the driving of new technologies across borders and indeed, of the whole industry forward.

Launched in 1992 with just 30 attendees, GPD has now grown to an average attendance since 1999 of some 845 delegates, the general consensus of opinion being that this has now reached just about the right number for effective networking over the session-packed four day period.

The latest audience statistical data (supplied by the Organising Committee) show the following breakdowns:

• By area of industry - 70% Architecture/Construction, 23% Automotive and 7% Furniture/Appliances.

• By area of activities – 31% Glass processing, 12% Supplying machinery, 12% Supplying materials, 11% Façade/Window/Door, 9% Glass manufacturing, 8% Coating technologies, 8% Design/Consulting, 6% University/Research, 3% Press.

• By level of seniority – 13% Owners, 5% CEO’s/Presidents, 17% VP’s/Directors, 38% Managers, 24% Specialists/Designers, 3% Operative Employees.

The exhibition hall was set up under a 1600 m2 marquee in the grounds adjacent to Tampere Hall, the conference centre, providing easy access to and from the conference rooms, which worked extremely well for the 35 exhibitors from 11 countries. There were two coffee and lunch buffet areas located at each end of the exhibition area and seating (tables and chairs) for about 200 people outside, to relax and chat with colleagues between and after sessions in the unusually hot Finnish weather.

Friday morning began with delegate registrations and then a factory tour at the Tamglass Ltd facilities in Tampere. Amongst the recently-launched machinery on display were the world’s largest Low-E glass tempering line; the Tamglass ProE Magnum; the bending and tempering system Tamglass CBTS ShapeMax; and the Tamglass ProL, a new laminating line for flat glass. The Bavelloni automatic glass storage and cutting system and the double-edging line machinery could also be seen in action and, finally, the latest investment of Tamglass Insulating Glass Ltd, the IG line from Lisec.

The next event of the day was the GPD press conference.

Kaj Appelberg – President of Sales, Glaston Technologies – explained the merger of Tamglass and Bavelloni sales and maintenance companies to improve customer service in France, Singapore and the UK during 2004. He spoke about new joint sales and maintenance companies established in Shanghai and Moscow to promote customer service in the growing Chinese and Russian markets. A new customer service unit was opened in Las Vegas and a unit in Brisbane, Australia will open in autumn 2005. A new sales organisation, which came into effect on 1st January 2005, now combines the Tamglass and Bavelloni sales units into a single entity, supporting customer service operations under the One-Stop-Partner model. All units now operate under the name Tamglass-Bavelloni. We heard more on Glaston’s One-Stop-Partner concept developed to further fulfil customers rising demands for production efficiency and flexibility, Glaston’s growing order book, several product launches and increasing maintenance services.

Pentti Yliheljo - CEO and President of Kyro Group, the ultimate parent company of Tamglass and Bavelloni - then spoke briefly on the development of the world glass market; growth drivers in the glass processing industry; increase of glass usage in architecture and vehicles; some examples of modern usage of glass; and the future outlook of the glass industry.

Arthur Ulens – Executive Vice President AGC Flat Glass and CEO of Glaverbel – gave the press a brief preview to his speech that was about to follow as the opening address to the conference entitled ‘Shifting Markets Appealing for Innovative Glass Products’.

Thom Lowther – Director, AIA / CES – ‘Trends of Marketing Opportunities through Professional Development’. This was again a preview of what was to come in the Monday session ‘Market and Trends’ chaired by Stephen Lipscombe of Logic Chain Marketing Communications. Thom spoke about the way the American Institute of Architects has been requiring continuing professional education for their members. How architectural firms over the past five years have strategically incorporated professional development into the business plan. Manufacturers are now invited into practises to educate on the needs of upcoming projects. In essence breaking the language barrier and bringing the architectural community closer to the glass industry and its services.

Jorma Vitkala – Chairman of the Organising Committee, GPD – finished the press session with some words on the history of GPD leading up to this one, on what was new in GPD 2005, the topics and visitor profiles.

Straight after the press session we were in the main auditorium for the opening programme. This commenced with the opening speech from Mr. Pentti Yliheljo followed by the welcoming speech from Mr. Jorma Vitkala and, as mentioned, the opening address from, a glass industry figure, influential as always at GPD, Mr. Arthur Ulens. To briefly summarise he spoke on the fast shifting markets of today. The rapid pace of global technology transfer, capital flows, and communications provide us with a very dynamic market. How companies respond to these markets can mean the difference between market dominance, continuing viability or slow death. He spoke in depth about Globalisation, the power of emerging countries, the particular case of China, ‘Survival of the fittest’ when facing emerging economies, globalism versus customisation, cluster networking, ‘environment’ as another natural area for shifts, ‘products’ as an obvious area for shifts and key issues in innovation. In conclusion Arthur Ulens says sustained innovations are a must and support is essential as it promotes the right creative spirit. Our globalised world also demands a local and customised approach. The right balance between ‘global versus local’ and between ‘standard versus customised’ is essential. Partnerships and cluster networking generally optimise efficiencies for all parties involved in the value chain. Shifting markets provide opportunities to refine our positions and our value chain. Innovative glass products are not enough we need the willingness to break the mould and to challenge our positions. It involves a strategic willingness to take risk, a determination to dare to invest in particular areas, product lines, partnerships and areas of expertise.

The remainder of this busy first day was taken up with GPD awards, a speech by Mr.Nick Limb – Ducker Research Company, Inc – on ‘The Evolution of the Global Architectural Glass Market: 1990 to 2010’ and a speech from Prof. Ann Vereeke on ‘Competitive Success through Supply Chain Management in the Glass Industry’.

A packed programme schedule followed over the next three days. Each day was filled with four parrallel sessions covering topics ranging from the use and processing of glass to automotive glass development, insulation glass, coating technology and the use of safety glass in buildings. In all some 200 high level papers were presented by experts. The programme also contained 15 workshops offering practical information on subjects such as ‘CE Marking’ and ‘Advanced solar control with integrated techniques and Test run’. Many architectural case studies were run such as ‘How to prevent an architect’s dream becoming a nightmare’ by AGI Glass and ‘The realisation of complex projects by BGT Bischoff Glastechnik.

As always, the Finns continued their great tradition as wonderful hosts when it came to the evening social events, an opportunity for exchanges of ideas and networking in a relaxed atmosphere. The Friday evening kicked off with a get together for drinks and buffet in the exhibition marquee. Saturday evening followed with the official GPD conference dinner in the setting of Tampere’s Kuusvooninkinen, the former Finlayson factory (a former cotton mill). Good food, great music - but the highlight of this evening for me was the start and possibly the finish of the charity auction. The first item was a can of spotted dick (donated by Doug Keir – DuPont (UK) Limited) reaching a bid of 510 euros. Unbeknown to most of us Doug and his accomplice Stephen Rice – GGF had surreptitiously collected, from generous delegates, small donations which amounted to 510 euros, prior to the auction, and told a selected few bidders what to keep raising to until the final bid of 510 euros. It was good fun and amusing to see the look on faces that a can of spotted dick could achieve so much. This was a superb start to an enjoyable and inebriated evening. Sunday saw a City Reception in the exhibition marquee and Monday, of course, was the Farewell Evening Program always the event that sticks in the mind long after you are back at your desks contemplating whether you should have done what you did. Unfortunately, I could not attend due to work commitments, but it was a Finnish theme night and I did get my silly hat and GPD tee-shirt.

John Davey