In this day and age sustainability is no longer optional. For Jorgensen it is a strategic imperative and we are constantly taking sustainability initiatives to reduce energy consumption and climate-impacting emissions.
To us those are not merely words, we actually walk the talk: by providing our customers with the market's most efficient handling solutions together with data collection, simulation, emulation, LineCare and digital remote support we seek to reduce the general carbon footprint and environmental impact by less travelling, less downtime for customers and less faults.
A responsible and sustainable value chain is furthermore guaranteed as Jorgensen's sub-suppliers are also obliged to comply with our code of conduct. The aim is to protect the consumers and planet as well as our customers' brand image.
Our social responsibility ensures that our processes and products do not have a negative impact on our customer's brand, people's health or our environment.
A secure, safe and healthy workplace is one of the most important sustainability issues for Jorgensen and we continually strive to ensure a good working environment with regards to both physical and psychosocial factors.
We are a longtime member of Sedex (Supplier Ethical Data Exchange) and SMETA 4-Pillar audited. The Sedex Members Ethical Trade Audit ensures our customers responsible sourcing and transparency within labor standards, health and safety in the workplace, environment and ethical business practices.
In order to be profitable, it is important to use resources with care and to work efficiently at every stage. Since 1933, Jorgensen has had a clear focus on long-term, profitable growth. This approach is Jorgensen's DNA and permeates all parts of our business.
Our external stakeholder relations are characterised by the same approach, where good business ethics and compliance with laws and regulations are a precondition for trust. We respect generally accepted business practice and comply with United Nations Convention Against Corruption (UNCAC).
By constantly analysing and adopting suitable new technologies and being at the forefront with regards to product development, robotics, automation and digitalisation, we aim to ensure that we have the least possible impact on health and the environment, while at the same time being efficient and profitable.
Jorgensen Engineering is a member of the XANO Group which develops, acquires and operates manufacturing businesses with unique or market-leading products and systems with related services.
XANO publishes annual reports on sustainability status and initiatives within the group, find older reports in their archive.
"By building digital twins of future systems, we have made further advances in the field of innovative digitalisation. With a multitude of simulation tools at our disposal, we are able to create a virtual production system before it exists in reality. This contributes to time and cost savings, both for us and the customer," says Kenneth Bo Madsen, Managing Director of the Danish company Jorgensen Engineering.
The concept is based on the system obtaining a digital copy, and in an ideal scenario this will be identical to the physical system in terms of functionality. Through the digital twin, Jorgensen can show its customers what the project will look like in reality as well as test the programming before the machines are physically in place.
"The aim is to create a flexible future production operation by identifying deficiencies and opportunities for improvement right from the virtual stage, in order to avoid mistakes in reality," points out Kenneth. This is reducing Jorgensen's production time, as the programmers can work continually on streamlining the system based on the results of the tests being carried out.
New opportunities are also being created in the virtual world to train the customer in the use of the system, so that they possess this knowledge when the system is to be implemented in the production process. "The ability to simulate and to show the customer what we mean virtually, rather than sending heavy documents that the customer needs to read through, increases the level of understanding and means that the collaboration with the customer generates more value," says Kenneth.
"Following delivery, we can continue to test new products and optimise processes without the customer needing to halt production in the physical facility during this time. The digital twin also simplifies servicing and support, as they can be performed remotely. Quite simply, allowing preparations to take place in the digital world before the system delivery is implemented is producing many benefits," continues Kenneth.
The data that is gathered in and analysed helps to visualise the options for improving efficiency in the production facility.
"The analysed data provides us with a picture of the actual situation, as well as an insight into how we can make changes in order to improve. The time that we previously spent on resolving any problems on an ad hoc basis can instead be devoted to optimising the facility so that we can avoid the problems in the first place," concludes Kenneth.
