Carl Zeiss Vision UK

A Message from Lord Pickles and Lord Blunkett, followed by Carl Zeiss Vision UK's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Carl Zeiss Vision UK is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.zeiss.co.uk

11CARL ZEISS VISION UK |
BEST PRACTICE REPRESENTATIVE 2018
Andrew Leong-Son, managing
director
A recognised brand
Established in 1846 by Carl Zeiss in Jena, Germany, ZEISS is
an internationally leading technology enterprise operating in
the optics and optoelectronics industries. Carl Zeiss Vision
UK is the Birmingham-based vision care branch of the business
and the only manufacturer to combine ophthalmic expertise
with an internationally strong brand. Managing director Andrew
Leong-Son discusses how Carl Zeiss Vision have brought ZEISS’
innovative spirit to the UK and explains how they have begun
pushing ophthalmic knowledge forward.
The ZEISS Group develops, produces and distributes measuring technology,
microscopes, medical technology, spectacle lenses, camera and cine lenses,
binoculars and semiconductor manufacturing equipment. Neil Armstrong used a
ZEISS camera lens to take pictures on the moon, while many of the computer chips
in smartphones and computers are manufactured using ZEISS technology. With its
solutions, the company constantly advances the world of optics and helps shape
technological progress.
The ZEISS group’s stated equity is “Seeing Beyond – enabling you to realise
ambitions”. This guiding ethos requires employees at ZEISS to work in partnership
with our customers, while developing innovative solutions and working to
successfully meet the needs of our customers.
Carl Zeiss Vision
Carl Zeiss Vision is the only manufacturer that combines ophthalmic expertise with
an internationally strong brand. Our business group develops and manufactures
FACTS ABOUT
CARL ZEISS VISION UK
»Managing director:
AndrewLeong-Son
»Established in 1846
»Based in Birmingham, with
other offices worldwide
»Services: Ophthalmic lens
manufacturer
»No. of employees: 27,000
globally
»Turnover: 5.35 billion
»In 1896, the Carl Zeiss
Foundation was established
with two objectives –
expanding the science of
optics and social responsibility
in all their work
Carl Zeiss Vision UK
THE PARLIAMENTARY REVIEW
Highlighting best practice
12 | CARL ZEISS VISION UK
state-of-the-art technology, instruments
and offerings for the entire value
chain, which include development,
production and distribution of high-
quality lenses, diagnostic instruments
and services.
At Carl Zeiss Vision, we work with
partners that include opticians,
optical practice owners and business
managers that supply prescription
lenses for their customers to wear. We
also provide industry leading diagnostic
and measuring equipment that is
used in optical practices to provide
both an accurate prescription and an
individualised lens solution that enable
people to enjoy their perfect vision
experience.
Bringing the “Vision” to life
in the UK and Ireland
Over the past decade, the
management team at Carl Zeiss Vision
has focused on four major areas of
development. Firstly, we aim to delight
our customers, which means building
an understanding of their key needs
and requirements, before finding
ways to meet and exceed them. It is
an oversimplified cliché to say that to
be successful in business you need to
understand what your customer wants
and then give it to them. Customers
are sophisticated and individual,
wanting a range of solutions that need
to fit their operational structure, their
business objectives and their personal
requirements. Our business-wide
foundations ensure we offer a great
range of products and services, with
leading quality and after-sales service.
We combine this with being able to
anticipate our customers’ desired
improvements and future needs. With
customers having a wide choice of
suppliers, it is critical to ensure that
our organisation is competitive in
these areas. We have also focused
on building partnerships with our
customers. Our aim is to create a long-
term, sustainable business relationship
with every customer, which is a benefit
to both organisations.
Secondly, we want to grow our
organisation, by investing in our
people to grow their capabilities,
capacity and satisfaction. This not
only improves the delivery of our
service to our customers but is also
a fundamental part of enabling our
people to enjoy their work at Carl
Zeiss Vision and the contribution that
this makes to our success. We have
Digital expertise Lens manufacturing
Our aim is to
create a long-
term,
sustainable
business
relationship
with every
customer
13CARL ZEISS VISION UK |
BEST PRACTICE REPRESENTATIVE 2018
made significant investments in our
employees’ health and wellbeing by
creating programmes that help them
improve their lifestyles – food choices,
sleep, mental health and exercise – as
well as creating the opportunity for
future financial security through an
industry leading pension scheme. As
the race for recruiting talent in the
UK and Ireland becomes even more
competitive, we expect that this will
help to differentiate us and make us
an employer of choice for the talent
we need.
Thirdly, we think digital is everything.
It enables all of our interactions –
both internal and external – to be
completed quickly and accurately on
a digital platform. We have developed
an extensive digital catalogue of all
our products and services, as well
as creating an integrated digital,
intelligent system to manage all
of the necessary workflows. Our
customers now have the option to
take all required optical measurements
digitally, and they can place an order
and track the progress during the
manufacturing and transportation
stage, all the way through to delivery.
Our aim is to simplify and optimise
all of our work processes, while
reducing the potential for human
error that could create delays and
additionalcosts.
Lastly, we are always investing
in social responsibility. We have
invested in the communities where
we operate through schemes that
either support local charitable efforts
or help increase the interest in STEM
(Science, Technology, Engineering and
Mathematics) subjects in pupils from
underprivileged backgrounds. Over
the past few years, we have sponsored
days where thousands of pupils have
been able to participate in workshops
that are designed to introduce them to
practical applications of STEM subjects,
in an intriguing and fun way. We
hope that this can help to ignite their
interest in these subjects and make a
small contribution to helping to create
the future employees needed in the UK
and Ireland.
Growth and employee
satisfaction
Over the last decade Carl Zeiss Vision
has grown year-on-year, contributing
to the continual development of ZEISS
as a global brand. ZEISS has achieved
record revenues and profits every year,
while we are constantly hiring more
people worldwide.
In our annual employee “Pulse Check”
survey – completed in 2018 – 78 per
cent of our employees agreed that
“ZEISS is a great place to work” and
78 per cent would also recommend
ZEISS as an employer. While these
results are great to hear, we aim to
further improve our partnerships with
our customers and employees over the
coming decade. We have ambitions
to continue our tremendous growth,
while still developing products that are
innovative and cutting edge.
78 per cent of
our employees
agreed that
“ZEISS is a
great place to
work”
Precision and innovation

www.zeiss.co.uk

This article was sponsored by Carl Zeiss Vision UK. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister