DOCSLIB.ORG

Presentation Salzgitter Mannesmann Handel Gmbh Salzgitter Mannesmann Handel Gmbh

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Presentation Salzgitter Mannesmann Handel Gmbh Salzgitter Mannesmann Handel Gmbh Presentation Salzgitter Mannesmann Handel GmbH Salzgitter Mannesmann Handel GmbH Head Office 2014 SMHD/VM, SMHD/VM, 2 Salzgitter Mannesmann Handel GmbH Salzgitter AG Steel and Technology Strip products Line pipes Heavy plates Precision tubes Sections Stainless tubes Engineering services Stockholding trading Logistics International trading Injection molding machinery Beverage filling plants 2014 SMHD/VM, SMHD/VM, 3 Salzgitter Mannesmann Handel GmbH Salzgitter AG • Crude steel production 2013: 7.1 million tons; trading volume: 5.9 million tons; 2014 • Among the top 3 producers of beverage filling und packaging machinery SMHD/VM, SMHD/VM, 4 Salzgitter Mannesmann Handel GmbH Salzgitter AG 2014 SMHD/VM, SMHD/VM, As of: January 2014 5 Salzgitter Mannesmann Handel GmbH Salzgitter AG Salzgitter AG Group External Sales cons.:€ 9.2 billion Employees: 23,164 Internal Sales: € 2.7 billion Steel Tubes Trading Services Technology • Total Sales: • Total Sales: • Total Sales: • Total Sales: • Total Sales: € 3.6 billion € 1.7 billion € 3.9 billion € 1.2 billion € 1.1 billion • External Sales: • External Sales: • External Sales: • External Sales: • External Sales: € 2.4 billion € 1.4 billion € 3.9 billion € 0.4 billion € 1.1 billion • Employees: • Employees: • Employees: • Employees: • Employees: 7,091 5,431 2,142 3,600 4,738 Previous structure, new group structure as of January 1, 2014 2014 SMHD/VM, SMHD/VM, 6 Salzgitter Mannesmann Handel GmbH Trading Division 2014 SMHD/VM, SMHD/VM, 7 Salzgitter Mannesmann Handel GmbH Trading Division Salzgitter Mannesmann Handel GmbH, Düsseldorf *) Salzgitter Salzgitter Mannesmann Universal Stahlhandel Mannesmann Agencies Germany Europe Eisen und Stahl International 3 companies 7 companies 6 companies 10 companies 4 companies with with with with with 17 locations 19 locations 18 locations 34 locations 8 locations sales : sales : sales : sales : sales : 1.260 Tt 595 Tt 269 Tt 4.004 Tt 540 Tt sales : sales : sales : sales : sales : 945 Mio. EUR 368 Mio. EUR 271 Mio. EUR 2.419 Mio. EUR 5 Mio. EUR employees : 1.138 employees : 396 employees : 460 employees : 227 employees : 28 Sales: 6.667 Tt Sales: 4.008 Mio. EUR Employees: 2.393 2014 96 locations in 43 countries SMHD/VM, SMHD/VM, *) 2013 excl.SSCs 8 Salzgitter Mannesmann Handel GmbH Trading Division 7.411 7.402 7.650 4.638 4.680 5.269 6.676 6.404 6.000 5.000 4.798 4.704 4.954 4.259 4.004 4.000 2.896 2.718 2.459 3.000 640 676 612 475 428 470 545 2.000 554 549 552 343 538 577 395 431 596 1.000 1.419 1.473 1.532 1.182 1.314 1.407 1.370 1.260 0 in tto 2006 2007 2008 2009 2010 2011 2012 2013 Warehousing Germany Warehousing Europe Agencies International Trading 2014 * incl. Agencies SMHD/VM, SMHD/VM, 9 Salzgitter Mannesmann Handel GmbH Warehousing Germany & Europe Warehousing Germany & Europe 2014 SMHD/VM, SMHD/VM, 10 Salzgitter Mannesmann Handel GmbH Warehousing Germany & Europe 35 locations in 10 countries with 1.462 employees 2014 SMHD/VM, SMHD/VM, 11 Salzgitter Mannesmann Handel GmbH Warehousing Germany & Europe Salzgitter Mannesmann Stahlhandel, Düsseldorf Berlin, Düsseldorf, Fürth, Gladbeck, Locations Hamburg, Hannover, Köthen, Zeithain, Mannheim, Mülheim, München, Plochingen, Strasbourg Employees 1.085 Profile • supraregional distributor in Europe • full assortment of steel and tubes • strong market penetration with extensive presence • complete program in steel processing • „principle of open warehouses“ • customer orientation („one-face-to-the-customer“) 2014 SMHD/VM, SMHD/VM, 12 Salzgitter Mannesmann Handel GmbH Warehousing Germany & Europe Salzgitter Mannesmann Stahlhandel, Düsseldorf Berlin, Düsseldorf, Fürth, Gladbeck, Locations Hamburg, Hannover, Köthen, Zeithain, Mannheim, Mülheim, München, Plochingen, Strasbourg Employees 1.085 Shipments (in tto) Sales (in Mio. EUR) 2011 1.391 1.190 2012 1.354 1.091 2013 1.245 930 2014 SMHD/VM, SMHD/VM, 13 Salzgitter Mannesmann Handel GmbH Warehousing Germany & Europe Stahlcenter Baunatal, Kassel Location Kassel Employees 22 Profile • service center • just-in-time-supply of steel and metal products to Volkswagen – logistic center • exclusively for VW-plant Kassel 2014 SMHD/VM, SMHD/VM, 14 Salzgitter Mannesmann Handel GmbH Warehousing Germany & Europe Hildesheimer Location Hildesheim Stahlhandel, Employees 31 Hildesheim Sales 15 tto Profile • regional warehousing / distributor • end user business 2014 SMHD/VM, SMHD/VM, 15 Salzgitter Mannesmann Handel GmbH Warehousing Germany & Europe Salzgitter Mannesmann Stahlhandel, Oosterhout Locations Oosterhout, Drachten Employees 111 Profile • biggest sections trader in the Netherlands • cost leader • market share sections / profiles approx. 30% 2014 SMHD/VM, SMHD/VM, 16 Salzgitter Mannesmann Handel GmbH Warehousing Germany & Europe Salzgitter Mannesmann Stahlhandel, Oosterhout Locations Oosterhout, Drachten Employees 111 Shipments (in tto) Sales (in Mio. EUR) 2011 184 134 2012 192 137 2013 175 131 2014 SMHD/VM, SMHD/VM, 17 Salzgitter Mannesmann Handel GmbH Warehousing Germany & Europe Salzgitter Locations Harrogate, Great Britain Mannesmann (UK), Scunthorpe, Great Britain Scunthorpe Employees 19 Sales 128 tto Profile • supraregional distributor in Great Britain • main market stockholding customers, defined end user business • agent for Salzgitter production companies 2014 SMHD/VM, SMHD/VM, 18 Salzgitter Mannesmann Handel GmbH Warehousing Germany & Europe Salzgitter Locations Gratkorn, Klagenfurt Mannesmann Stahlhandel, Austria Employees 114 Sales 49 tto Profile • supraregional distributor in Austria • full assortment of steel and tubes • complete program in steel processing 2014 SMHD/VM, SMHD/VM, 19 Salzgitter Mannesmann Handel GmbH Warehousing Germany & Europe Salzgitter Mannesmann Locations Slupca, Poland Stahlhandel, Slupca Rogozno, Sosnowiec, Poland Salzgitter Mannesmann Locations Prague, Czech Republic (sales office) Stahlhandel, Prague Lutin, Czech Republic (warehouse) Salzgitter Mannesmann Locations Budapest, Tápiószele, Ajka, Stahlhandel, Budapest Balmazújváros, Nyíregyháza (Hungary) Salzgitter Mannesmann Locations Bucharest, Romania Stahlhandel, Bukarest Giurgiu, Romania Profile • supraregional distributors/ warehousing 2014 • end user business SMHD/VM, SMHD/VM, 20 Salzgitter Mannesmann Handel GmbH Warehousing Germany & Europe Plates Warehousing Germany & Europe Plates 2014 SMHD/VM, SMHD/VM, 21 Salzgitter Mannesmann Handel GmbH Warehousing Germany & Europe Plates 2014 18 locations in 11 countries with 460 employees SMHD/VM, SMHD/VM, 22 Salzgitter Mannesmann Handel GmbH Warehousing Germany & Europe Plates Universal Locations Neuss, Stuttgart, Hannover, Houston, Lyon, Nürnberg, Papendrecht, Prag, Ruda Slaska, Viersen, Zwickau, Chicago Employees 460 Profile • plates specialist esp. for special quality pipes • supraregional distributor in Europa • full service company • self-owned logistic with vehicle fleet • flexible processing facilities 2014 SMHD/VM, SMHD/VM, 23 Salzgitter Mannesmann Handel GmbH Warehousing Germany & Europe Plates Universal Locations Neuss, Stuttgart, Hannover, Houston, Lyon, Nürnberg, Papendrecht, Prag, Ruda Slaska, Viersen, Zwickau, Chicago Employees 460 Shipments (in tto) Sales (in Mio. EUR) 2011 263 329 2012 295 328 2013 268 271 2014 SMHD/VM, SMHD/VM, 24 Salzgitter Mannesmann Handel GmbH European Agencies European Agencies 2014 SMHD/VM, SMHD/VM, 25 Salzgitter Mannesmann Handel GmbH European Agencies 2014 8 locations in 6 countries with 28 employees SMHD/VM, SMHD/VM, 26 Salzgitter Mannesmann Handel GmbH European Agencies Salzgitter Mannesmann Location Milano, Italy (Italia), Mailand Salzgitter Mannesmann Location Paris, France (France), Paris Salzgitter Mannesmann Location Madrid, Spain (Espana), Madrid Salzgitter Mannesmann Locations Kopenhagen, Denmark (Scandinavia), Malmo Oslo, Norway Helsinki, Norway Malmo, Sweden Stockholm, Sweden Profile • Agencies for Salzgitter production companies with approx. 550 tt. 2014 SMHD/VM, SMHD/VM, 27 Salzgitter Mannesmann Handel GmbH International Trading International Trading 2014 SMHD/VM, SMHD/VM, 28 Salzgitter Mannesmann Handel GmbH International Trading 2014 34 locations in 26 countries with 227 employees SMHD/VM, SMHD/VM, 29 Salzgitter Mannesmann Handel GmbH International Trading Salzgitter Mannesmann International, Düsseldorf Location Düsseldorf Employees 128 Profile • global presence in key markets • only trading and project business, no warehousing or service center activities • product-wise structured sales organization (exp.: Africa) • highly effective trading operation and international competence center with complex back office / service structur (transporting, finance etc.) 2014 SMHD/VM, SMHD/VM, 30 Salzgitter Mannesmann Handel GmbH International Trading Salzgitter Mannesmann International, Düsseldorf Location Düsseldorf Employees 128 Shipments (in tto) Sales (in Mio. EUR) 2011 2.280 1.836 2012 3.533 2.543 2013 3.344 2.005 2014 SMHD/VM, SMHD/VM, 31 Salzgitter Mannesmann Handel GmbH International Trading Salzgitter Mannesmann International (USA), Houston Locations Houston (USA) Chicago (USA) Employees 27 Profile • trading business • complete range of steel products • warehousing in US market for line pipes 2014 SMHD/VM, SMHD/VM, 32 Salzgitter Mannesmann Handel GmbH International Trading Salzgitter Mannesmann International (USA), Houston Locations Houston (USA) Chicago (USA) Employees 27 Shipments (in tto) Sales (in Mio. EUR) 2011 314 271 2012 403 379 2013 370 263 2014 SMHD/VM, SMHD/VM, 33 Salzgitter Mannesmann Handel GmbH International Trading Salzgitter Mannesmann Locations Vancouver, Canada
Load more

Recommended publications
  • D'antonio, Michael Senior Thesis.Pdf
    Before the Storm German Big Business and the Rise of the NSDAP by Michael D’Antonio A thesis submitted to the Faculty of the University of Delaware in partial fulfillment of the requirements for the degree of Honors Degree in History with Distinction Spring 2016 © 2016 Michael D’Antonio All Rights Reserved Before the Storm German Big Business and the Rise of the NSDAP by Michael D’Antonio Approved: ____________________________________________________________ Dr. James Brophy Professor in charge of thesis on behalf of the Advisory Committee Approved: ____________________________________________________________ Dr. David Shearer Committee member from the Department of History Approved: ____________________________________________________________ Dr. Barbara Settles Committee member from the Board of Senior Thesis Readers Approved: ____________________________________________________________ Michael Arnold, Ph.D. Director, University Honors Program ACKNOWLEDGMENTS This senior thesis would not have been possible without the assistance of Dr. James Brophy of the University of Delaware history department. His guidance in research, focused critique, and continued encouragement were instrumental in the project’s formation and completion. The University of Delaware Office of Undergraduate Research also deserves a special thanks, for its continued support of both this work and the work of countless other students. iii TABLE OF CONTENTS ABSTRACT ..................................................................................................................
    [Show full text]
  • The Role of Private Property in the Nazi Economy: the Case of Industry
    The Role of Private Property in the Nazi Economy: The Case of Industry Christoph Buchheim and Jonas Scherner, University of Mannheim, Germany Prof. Dr. Christoph Buchheim Dr. Jonas Scherner Chair of Economic History Seminar of Economic and Social History University of Mannheim University of Mannheim L 7,3-5 L7, 3-5 D-68131 Mannheim D-68131 Mannheim Germany Germany e-Mail: [email protected] e-Mail: [email protected] The Role of Private Property in the Nazi Economy: The Case of Industry Abstract. Private property in the industry of the Third Reich is often considered a mere formal provision without much substance. However, that is not correct, because firms, despite the rationing and licensing activities of the state, still had ample scope to devise their own production and investment patterns. Even regarding war-related projects freedom of contract was generally respected and, instead of using power, the state offered firms a bundle of contract options to choose from. There were several motives behind this attitude of the regime, among them the conviction that private property provided important incentives for increasing efficiency. I. The Nazi regime did not have any scruples to apply force and terror, if that was judged useful to attain its aims. And in economic policy it did not abstain from numerous regulations and interventions in markets, in order to further rearmament and autarky as far as possible. Thus the regime, by promulgating Schacht’s so-called “New Plan” in 1934, very much strengthened its influence on foreign exchange as well as on raw materials’ allocation, in order to enforce state priorities.
    [Show full text]
  • Report for the Year 1964 Volkswagenwerk Aktiengesellschaft
    Report for the Year 1964 Volkswagenwerk Aktiengesellschaft Wolfsburg The Management and Board of Directors of Volkswagenwerk Aktiengesellschaft present the Report for the Year 1964 with their compliments Wolfsburg, May 1965 Table of Contents Page Agenda for the Annual Meeting of Stockholders 2 Board of Directors 3 Management 3 Selected Data of Volkswagenwerk AG 1964 compared with 1963 4 Report of Management Business Trends in the Automotive Industry in 1964 5 Review of 1964 Operations of Volkswagenwerk AG 7 Production 7 Raw Material Purchases 8 Sales 9 Domestic 10 Export 12 Capital Investments 13 Investments in Subsidiaries and Affiliates 15 Foreign 16 Domestic 19 Labor Force 20 Outlook 23 Comments on the 1964 Financial Statements Balance Sheet 24 Statement of Earnings 28 Report of the Board of Directors 31 Financial Statements Balance Sheet Appendix Statement of Earnings Appendix Comparative Summary of Selected Financial Data 1960-1964 Appendix 1 Agenda for the Annual Meeting of Stockholders of 1. Presentation of audited financial statements Volkswagenwerk AG to be held at 10:00 A.M. for the year ended December 31, 1964, together with on Thursday, July 1, 1965, at the Stadthalle in the annual reports of Management and the Board of Wolfsburg. Directors for the year 1964. 2. Resolution with respect to disposition of the net earnings for the year 1964. The Board of Directors and Management propose to distribute a dividend on the capital stock of 20% out of net earnings shown in the Balance Sheet. 3. Resolution with respect to discharge of responsi- bility of Management and the Board of Directors for the year 1964.
    [Show full text]
  • Hydrogen the Element and Its Importance for Steelmaking and the Dawn of a Sustainable Future
    THE SALZGITTER AG MAGAZINE Hydrogen The element and its importance for steelmaking and the dawn of a sustainable future SALZGITTER-AG.COM STIL 1 Do you see the huge difference? We do. For the environment. 2019 2050 Reducing carbon emissions in steelmaking by up to 95 percent? We’re prepared. Our product will always be premium quality steel. But in future you can expect one truly significant difference: Following the SALCOS® project we are the world’s first steel company to have developed a detailed, directly implementable, flexible production process that can stepwise reduce CO2 emissions in steel production by up to 95 percent. SALCOS® technically enables us to produce low CO 2 steel based on hydrogen from 2025 onwards. However, the swift industrial implementation of this innovative technology requires a suitable political and economic framework. We’re prepared. Are you? You can find out more about the SALCOS® project at salcos.salzgitter-ag.com Bernhard Kleinermann Head of Corporate Communications Welcome to our special edition! It is often the little things that have the Cover: iStock© smirkdingo; Photos: Carsten Brand, Gunnar Garms Brand, smirkdingo;Cover: iStock© Carsten Photos: ability to change the world. Hydrogen, EU Commissioner Günther Oettinger (2nd from left) was keen to learn more about the the smallest of all the elements, is one of SALCOS project Page 10 these: It is thanks to H2 that Saturn rockets were launched from Cape Canaveral, and today it is powering local STIL Cover story passenger trains in Germany. 4 THE H OPE FOR THE FUTURE The importance of Hydrogen has significant future po- 2 hydrogen for the steel industry tential in the field of mobility, and could well play an important role in industry 6 SMALL ELEMENT, GREAT HOPES as well.
    [Show full text]
  • List of Shareholdings 2018
    List of Shareholdings of Salzgitter AG, Salzgitter, of 2017/12/31 in accordance with section 285 No 11 and section 313 para 2 No 1-4 of the German Commercial Code (HGB) Equity in Net result for Abbrevia- Direct Indirect the financial Currency 1,000 Comments tion in % in % currency year in 1,000 units currency units 1. Consolidated group companies a) Domestic BSH Braunschweiger Schrotthandel GmbH, BSH EUR 100 00 -332 185 Braunschweig . DESMA Schuhmaschinen GmbH, Achim KDS EUR 100.00 8,758 0 P&L A. DEUMU Deutsche Erz- und Metall-Union DMU EUR 5 10 94 90 24 963 0 P&L A. Gesellschaft mit beschränkter Haftung, Peine . , GESIS Gesellschaft für Informationssysteme GES EUR 100 00 2 626 0 P&L A. mit beschränkter Haftung, Salzgitter . , Gewerbepark am Borsigturm GmbH, Mülheim GAB EUR 100 00 356 239 data according to IFRS an der Ruhr . Glückauf Immobilien GmbH, Peine GIG EUR 5.19 94.81 30 0 P&L A. Hansaport Hafenbetriebsgesellschaft mit HAN EUR 51 00 5 156 0 P&L A. beschränkter Haftung, Hamburg . , Holstein und Kappert GmbH, Dortmund HUK EUR 100.00 31 11 data according to IFRS Hövelmann & Lueg Vermögensverwaltung HLG EUR 5 10 94 90 2 999 0 P&L A. GmbH, Schwerte . , HSP Hoesch Spundwand und Profil Gesellschaft mit beschränkter Haftung, HSP EUR 100.00 -35,255 -1,271 Dortmund Ilsenburger Grobblech GmbH, Ilsenburg ILG EUR 5.37 94.63 31,039 0 P&L A. KHS Corpoplast GmbH, Hamburg KHSCP EUR 100.00 49,446 0 P&L A. KHS GmbH, Dortmund KHSDE EUR 100.00 303,964 0 P&L A.
    [Show full text]
  • Case No COMP/M.1795 - VODAFONE AIRTOUCH / MANNESMANN
    EN Case No COMP/M.1795 - VODAFONE AIRTOUCH / MANNESMANN Only the English text is available and authentic. REGULATION (EEC) No 4064/89 MERGER PROCEDURE Article 6(1)(b) NON-OPPOSITION Date: 12/04/2000 Also available in the CELEX database Document No 300M1795 Office for Official Publications of the European Communities L-2985 Luxembourg COMMISSION OF THE EUROPEAN COMMUNITIES Brussels, 12.04.2000 In the published version of this decision, some information has been omitted MERGER PROCEDURE pursuant to Article 17(2) of Council ARTICLE 6(2) DECISION Regulation (EEC) No 4064/89 concerning non-disclosure of business secrets and other confidential information. The PUBLIC VERSION omissions are shown thus […]. Where possible the information omitted has been replaced by ranges of figures or a general description. To the notifying parties Dear Madam/Sir, Subject: Case No COMP/M. 1795 Vodafone Airtouch/Mannesmann Notification of 14.1.2000 pursuant to Article 4 of Council Regulation No 4064/89 1. On 14 January 2000, the Commission received a notification of a proposed concentration pursuant to Article 4 of Council Regulation (EEC) No 4064/891 as last amended by Regulation (EC) No 1310/972 by which Vodafone Airtouch Plc (“Vodafone Airtouch”), within the meaning of Article 3(1)(b) of the Regulation, acquires sole control over Mannesmann AG (“Mannesmann”). 2. On 22 February 2000, the Commission declared the notification incomplete, as the notifying party had not provided substantial information linked to a product market. Vodafone Airtouch completed the notification on 29 February 2000. 3. After examination of the notification, the Commission has concluded that the notified operation falls within the scope of Council Regulation (EEC) No 4064/89 and does not raise serious doubts as to its compatibility with the common market and with the EEA Agreement.
    [Show full text]
  • Germany: a Global Miracle and a European Challenge
    GLOBAL ECONOMY & DEVELOPMENT WORKING PAPER 62 | MAY 2013 Global Economy and Development at BROOKINGS GERMANY: A GLOBAL MIRACLE AND A EUROPEAN CHALLENGE Carlo Bastasin Global Economy and Development at BROOKINGS Carlo Bastasin is a visiting fellow in the Global Economy and Development and Foreign Policy pro- grams at Brookings. A preliminary and shorter version of this study was published in "Italia al Bivio - Riforme o Declino, la lezione dei paesi di successo" by Paolazzi, Sylos-Labini, ed. LUISS University Press. This paper was prepared within the framework of “A Growth Strategy for Europe” research project conducted by the Brookings Global Economy and Development program. Abstract: The excellent performance of the German economy over the past decade has drawn increasing interest across Europe for the kind of structural reforms that have relaunched the German model. Through those reforms, in fact, Germany has become one of the countries that benefit most from global economic integration. As such, Germany has become a reference model for the possibility of a thriving Europe in the global age. However, the same factors that have contributed to the German "global miracle" - the accumulation of savings and gains in competitiveness - are also a "European problem". In fact they contributed to originate the euro crisis and rep- resent elements of danger to the future survival of the euro area. Since the economic success of Germany has translated also into political influence, the other European countries are required to align their economic and social models to the German one. But can they do it? Are structural reforms all that are required? This study shows that the German success depended only in part on the vast array of structural reforms undertaken by German governments in the twenty-first century.
    [Show full text]
  • German Corporate Culture in the Twenty-First Century: the Ni Terrelation Between the End of Germany, Inc
    University of Minnesota Law School Scholarship Repository Minnesota Journal of International Law 2002 German Corporate Culture in the Twenty-First Century: The nI terrelation between the End of Germany, Inc. and Germany's Corporate Capital Gains Tax Reform Benjamin W. Johnson Follow this and additional works at: https://scholarship.law.umn.edu/mjil Part of the Law Commons Recommended Citation Johnson, Benjamin W., "German Corporate Culture in the Twenty-First Century: The nI terrelation between the End of Germany, Inc. and Germany's Corporate Capital Gains Tax Reform" (2002). Minnesota Journal of International Law. 141. https://scholarship.law.umn.edu/mjil/141 This Article is brought to you for free and open access by the University of Minnesota Law School. It has been accepted for inclusion in Minnesota Journal of International Law collection by an authorized administrator of the Scholarship Repository. For more information, please contact [email protected]. Commentary German Corporate Culture in the Twenty- First Century: The Interrelation Between the End of Germany, Inc. and Germany's Corporate Capital Gains Tax Reform Benjamin W. Johnson* INTRODUCTION From 1945 until 1989, the world operated in two distinct economic spheres: the Soviet controlled economies and the United States and its allies.' In 1989, the governments of the Soviet bloc began collapsing and the wall dividing the two worlds crumbled. During the 1990's, Europe's economic growth was impressive considering the integration of the two distinct economic systems of the capitalist West and the communist East. Currently, the merging of the Eastern European econo- mies into the larger Western European market is not complete, but the countries have taken Herculean steps in this unprece- dented effort.
    [Show full text]
  • Revisiting the Mannesmann Takeover: How Markets for Corporate Control Emerge Martin Ho¨Pner1, Gregory Jackson2
    European Management Review (2006) 3, 142–155 & 2006 EURAM Palgrave Macmillan Ltd. All rights reserved 1740-4754/06 $30.00 palgrave-journals.com/emr Revisiting the Mannesmann takeover: how markets for corporate control emerge Martin Ho¨pner1, Gregory Jackson2 1Max-Planck-Institute for the Study of Societies, London, UK 2King’s College London, London, UK Correspondence: King’s College London, 150 Stamford Street, London SE1 9NH, UK. Tel: þ 44 20 7848 4466; E-mail: [email protected] Abstract Degrees of shareholder orientation among companies differ across countries as well as over time. Markets for corporate control are important elements of corporate governance regimes that affect such orientations. German corporate governance has often been described as a bank-oriented, blockholder, or stakeholder model where markets for corporate control play no significant role. This case study of the hostile takeover of Mannesmann AG by Vodafone in 2000 demonstrates how systemic changes during the 1990s have eroded past institutional barriers to takeovers. The emergence of a market for corporate control cannot be understood by looking at takeover regulation in isolation. Rather, takeover markets rely on a whole set of complementary institutions, social practices, and predominant interpretations, such as banking strategies, codetermination practices, company regulation, and business ideologies. A limited, but significant segment of German corporations are now subjected to a market for corporate control. European Management Review (2006) 3, 142–155. doi:10.1057/palgrave.emr.1500061 Keywords: Corporate governance; market for corporate control; comparative institutional analysis; takeovers; Germany Introduction longside markets for products, labor, and finance, the (Jenkinson and Ljungvist, 2001), Germany witnessed its market for corporate control represent a distinct first major hostile takeover battles at Hoesch, Thyssen, and A fourth type of capitalist market – thereby turning Continental.
    [Show full text]
  • CORPORATE FREEDOM of ACTION in NAZI GERMANY Peter Hayes
    Features GHI Research Conference Reports GHI News CORPORATE FREEDOM OF ACTION IN NAZI GERMANY LECTURE AT THE GERMAN HISTORICAL INSTITUTE, WASHINGTON, OCTOBER 16, 2008 Peter Hayes NORTHWESTERN UNIVERSITY Recently, Christoph Buchheim and his former student Jonas Scher- ner have advanced a reinterpretation of business-state relations in the Third Reich that has attracted considerable notice. Articulated in a series of essays that appeared in 2006 in several prominent jour- nals, in their respective contributions to a just-published collection of conference papers entitled German Industry in the Nazi Period, and in Dr. Scherner’s new book, their case incorporates many now estab- lished and uncontroversial fi ndings of the existing literature, albeit too oft en without adequate acknowledgment of who fi rst arrived at these or even an indication that someone has done so.1 In conse- quence, although Buchheim and Scherner present several fruitful insights, key parts of their argument merely knock down straw men or already opened doors, while other parts slice and dice the current state of knowledge in a simplistic and misleading fashion. 1 Christoph Buchheim, The central, load-bearing propositions of the Buchheim-Scherner “Unternehmen in Deutsch- interpretation are as follows: land und NS-Regime 1933-1945: Versuch einer Synthese,” Historische 1. The Nazi state regulated German business in order to achieve Zeitschrift 282 (2006):351- autarky and rearmament, but did so quite unsystematically 90; Jonas Scherner, “Das Verhältnis zwischen NS- and never
    [Show full text]
  • Annual General Meeting of the Shareholders of Salzgitter AG
    Annual General Meeting of the Shareholders of Salzgitter AG Prof. Dr.-Ing. Heinz Jörg Fuhrmann Chairman of the Executive Board of Salzgitter AG Braunschweig, May 23, 2019 english Annual General Meeting of Shareholders on May 23, 2019 Review: 20-year anniversary of the new Salzgitter AG listing “The stock listing in the year 1998 and the subsequent development of the company are a success story ‘par excellence.’ This success story not only strengthened Lower Saxony as an industrial location and safeguarded the jobs. The stock listing furthermore was the starting point to create a future-oriented and innovative steel and technology group.” . Sales tripled . Workforce doubled . Equity quintupled without external Former Federal Chancellor Gerhard Schröder on additions occasion of the event „20 Jahre Börsenjubiläum Salzgitter AG“ . Investment of shareholders more on August 30, 2018 than tripled* SZAG Investor Relations english *) Current share price plus aggregated gross dividend in relation to € 11.76 issue price 2 1 Environment 2018 / 19 – current framework conditions 2 Results Financial Year 2018 and First Quarter 2019 3 Group Strategy „SZAG 2021“ 4 Explanations on the Agenda SZAG Investor Relations english 3 Annual General Meeting of Shareholders on May 23, 2019 Mindmap of framework conditions and risk factors EU environmental “Battle of the Titans” EU and climate policy China vs US Additional costs burden Collateral damage the competitiveness of the Mitigation through EU steel industry “safeguards” Trade policy as a “weapon” (Tariffs,
    [Show full text]
  • Revisiting the Mannesmann Takeover: How Markets For
    European Management Review (2006) 3, 142- I55 0 2006 EURAM Palgrave Macmillan Ltd. All rights reserved 1740-4754/06 $30.00 palgrave-journals.comlemr Revisiting the Mannesmann takeover: how markets for corporate control emerge Martin Hopner’, Gregory Jackson2 ‘Max-Planck-Institute for the Study of Societies, London, UK ‘King’s College London, London, UK Correspondence: King’s College London, 150 Stamford Street, London SE1 9NH, UK. Tel: +44 20 7848 4466; E-mail: [email protected] Abstract Degrees of shareholder orientation among companies differ across countries as well as over time. Markets for corporate control are important elements of corporate governance regimes that affect such orientations. German corporate governance has often been described as a bank-oriented, blockholder, or stakeholder model where markets for corporate control play no significant role. This case study of the hostile takeover of Mannesmann AG by Vodafone in 2000 demonstrates how systemic changes during the 1990s have eroded past institutional barriers to takeovers. The emergence of a market for corporate control cannot be understood by looking at takeover regulation in isolation. Rather, takeover markets rely on a whole set of complementary institutions, social practices, and predominant interpretations, such as banking strategies, codetermination practices, company regulation, and business ideologies. A limited, but significant segment of German corporations are now subjected to a market for corporate control. European Management Review (2006) 3, 142-1 55. doi:l0.1057/palgrave.emr.l500061 Keywords: Corporate governance; market for corporate control; comparative institutional analysis; takeovers; Germany Introduction longside markets for products, labor, and finance, the (Jenkinson and Ljungvist, 2001), Germany witnessed its market for corporate control represent a distinct first major hostile takeover battles at Hoesch, Thyssen, and A fourth type of capitalist market - thereby turning Continental.
    [Show full text]