2020 Universal Registration Document
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A Century of Scholarship 1881 – 2004
A Century of Scholarship 1881 – 2004 Distinguished Scholars Reception Program (Date – TBD) Preface A HUNDRED YEARS OF SCHOLARSHIP AND RESEARCH AT MARQUETTE UNIVERSITY DISTINGUISHED SCHOLARS’ RECEPTION (DATE – TBD) At today’s reception we celebrate the outstanding accomplishments, excluding scholarship and creativity of Marquette remarkable records in many non-scholarly faculty, staff and alumni throughout the pursuits. It is noted that the careers of last century, and we eagerly anticipate the some alumni have been recognized more coming century. From what you read in fully over the years through various this booklet, who can imagine the scope Alumni Association awards. and importance of the work Marquette people will do during the coming hundred Given limitations, it is likely that some years? deserving individuals have been omitted and others have incomplete or incorrect In addition, this gathering honors the citations in the program listing. Apologies recipient of the Lawrence G. Haggerty are extended to anyone whose work has Faculty Award for Research Excellence, not been properly recognized; just as as well as recognizing the prestigious prize scholarship is a work always in progress, and the man for whom it is named. so is the compilation of a list like the one Presented for the first time in the year that follows. To improve the 2000, the award has come to be regarded completeness and correctness of the as a distinguishing mark of faculty listing, you are invited to submit to the excellence in research and scholarship. Graduate School the names of individuals and titles of works and honors that have This program lists much of the published been omitted or wrongly cited so that scholarship, grant awards, and major additions and changes can be made to the honors and distinctions among database. -
The Life-Cycle of the Barcelona Automobile-Industry Cluster, 1889-20151
The Life-Cycle of the Barcelona Automobile-Industry Cluster, 1889-20151 • JORDI CATALAN Universitat de Barcelona The life cycle of a cluster: some hypotheses Authors such as G. M. P. Swann and E. Bergman have defended the hy- pothesis that clusters have a life cycle.2 During their early history, clusters ben- efit from positive feedback such as strong local suppliers and customers, a pool of specialized labor, shared infrastructures and information externali- ties. However, as clusters mature, they face growing competition in input mar- kets such as real estate and labor, congestion in the use of infrastructures, and some sclerosis in innovation. These advantages and disadvantages combine to create the long-term cycle. In the automobile industry, this interpretation can explain the rise and decline of clusters such as Detroit in the United States or the West Midlands in Britain.3 The objective of this paper is to analyze the life cycle of the Barcelona au- tomobile- industry cluster from its origins at the end of the nineteenth centu- ry to today. The Barcelona district remained at the top of the Iberian auto- mobile clusters for a century. In 2000, when Spain had reached sixth position 1. Earlier versions of this paper were presented at the International Conference of Au- tomotive History (Philadelphia 2012), the 16th World Economic History Congress (Stellen- bosch 2012), and the 3rd Economic History Congress of Latin America (Bariloche 2012). I would like to thank the participants in the former meetings for their comments and sugges- tions. This research benefitted from the financial support of the Spanish Ministry of Econo- my (MINECO) and the European Regional Development Fund (ERDF) through the projects HAR2012-33298 (Cycles and industrial development in the economic history of Spain) and HAR2015-64769-P (Industrial crisis and productive recovery in the Spanish history). -
Shareholders
LETTER TO OUR SHAREHOLDERS SEPTEMBER 2016 P.3 P.4 P.6 P.8 PERFORMANCE HIGHLIGHTS DECIPHERING SHAREHOLDER THE DATA INFORMATION P.4 P. 5 In the first half of 2016, our revenue of €3.2 billion was up by 11%, and our profitability was growing even faster, with an operating margin up by nearly 13%. LAURENT BURELLE CHAIRMAN AND CHIEF EXECUTIVE OFFICER P. 2 P. 6 MESSAGE from the Chairman and Chief Executive Officer You can find the presentation of the 2016 half-year results at www.plasticomnium.com €3.2 billion revenue +8% €267 million operating margin +12.7% TO OUR SHAREHOLDERS, During the first half of 2016, Plastic Omnium once again Such performance is €155 million achieved a record level of proof of the continuous net profit, revenue and results. Our revenue commitment of of €3.2 billion was up by 11%, Group share and our profitability was growing our employees to even faster, with an operating margin operational excellence. up by nearly 13%. For the first time, +9.5% our operating margin exceeded the historic level of 10%. LAURENT BURELLE At the same time, our net debt Chairman and has been even further reduced. Chief Executive Officer €383 million Such performance is proof of EBITDA the continued commitment of our employees to operational It is this extremely healthy financial excellence – total quality position which has made it possible +10.5% in development and production, for us to seize an opportunity and perfect logistics. for sizeable external growth, with This operational excellence, the acquisition of Faurecia’s Exterior together with a policy of sustained Systems, carried out on July 29. -
Plastic Omnium's Manufacturing Businesses
Levallois, January 2, 2020, * Two new President & CEOs to lead Plastic Omnium's manufacturing businesses On January 1, 2020, Stéphane Noël has been appointed President and CEO of Intelligent Exterior Systems, and Christian Kopp has also been appointed President and CEO of Clean Energy Systems. The Intelligent Exterior Systems business, which generates revenue of approximately €4 billion, is the global leader in exterior systems. The Clean Energy Systems business, the world leader in storage and pollution reduction solutions, takes in around €3 billion in revenue. Stéphane Noël, 49, started his career at Hutchinson, working in quality and operations, and later became a subsidiary CEO in Asia. He joined Plastic Omnium in 2012 as President and CEO for Asia for the Clean Energy Systems business. In October 2017 he took on the role of President and CEO of Clean Energy Systems. Stéphane Noël graduated from Polytech Angers and holds a Master's degree from the EM LYON business school. Christian Kopp is now taking the helm of Clean Energy Systems. Christian Kopp, 53, came to Plastic Omnium in 2007 after starting his career at Thomson CSF and Valeo. He held several positions in the Intelligent Exterior Systems business in the areas of programs, sales and business development, before becoming CEO of the Chinese joint venture YFPO. Most recently, he served as president and CEO of the Asia region for Clean Energy Systems. Christian Kopp graduated from MINES Paris Tech and earned a Master's degree at Stanford University. Plastic Omnium Chairman Laurent Burelle and CEO Laurent Favre said, "We congratulate Stéphane Noël and Christian Kopp on their promotions. -
Investor Presentation April 2020 (Fact Book 2019)
Bitte decken Sie die schraffierte Fläche mit einem Bild ab. Please cover the shaded area with a picture. (24.4 x 7.6 cm) Investor Presentation April 2020 (Fact Book 2019) www.continental.com Investor Relations Agenda 1 Continental at a Glance 2 2 Strategy 13 3 Automotive Group 24 3.1 Chassis & Safety → Autonomous Mobility and Safety 34 3.2 Interior → Vehicle Networking and Information 48 3.3 Powertrain → Vitesco Technologies 60 4 Rubber Group 63 4.1 Tires 69 4.2 ContiTech 83 5 Corporate Governance 91 6 Sustainability 101 7 Shares and Bonds 113 8 Glossary 120 2 Investor Presentation, April 2020 © Continental AG 1 | Continental at a Glance One of the World’s Leading Technology Companies for Mobility › Continental develops pioneering technologies and services for sustainable and €44.5 billion connected mobility of people and their goods. 2019 sales › We offer safe, efficient, intelligent, and affordable solutions for vehicles, machines, traffic and transportation. › Continental was founded in 1871 and is headquartered in Hanover, Germany. 241,458 employees (December 31, 2019) 2019 sales by group Rubber Group 595 Locations 40% in 59 countries and markets (December 31, 2019) Automotive Group 60% 3 Investor Presentation, April 2020 © Continental AG 1 | Continental at a Glance Founded in 1871, Expanding into Automotive Electronics Since 1998 Continental-Caoutchouc- and Continental expands its activities in telematics Continental expands Gutta-Percha Compagnie is and other fields by acquiring the automotive Continental expands its expertise in founded in Hanover, Germany. electronics business from Motorola. software and systems vehicle antennas by expertise through the acquiring Kathrein Acquisition of a US Continental reinforces its acquisition of Elektrobit. -
P 01.Qxd 6/30/2005 2:00 PM Page 1
p 01.qxd 6/30/2005 2:00 PM Page 1 June 27, 2005 © 2005 Crain Communications GmbH. All rights reserved. €14.95; or equivalent 20052005 GlobalGlobal MarketMarket DataData BookBook Global Vehicle Production and Sales Regional Vehicle Production and Sales History and Forecast Regional Vehicle Production and Sales by Model Regional Assembly Plant Maps Top 100 Global Suppliers Contents Global vehicle production and sales...............................................4-8 2005 Western Europe production and sales..........................................10-18 North America production and sales..........................................19-29 Global Japan production and sales .............30-37 India production and sales ..............39-40 Korea production and sales .............39-40 China production and sales..............39-40 Market Australia production and sales..........................................39-40 Argentina production and sales.............45 Brazil production and sales ....................45 Data Book Top 100 global suppliers...................46-50 Mary Raetz Anne Wright Curtis Dorota Kowalski, Debi Domby Senior Statistician Global Market Data Book Editor Researchers [email protected] [email protected] [email protected], [email protected] Paul McVeigh, News Editor e-mail: [email protected] Irina Heiligensetzer, Production/Sales Support Tel: (49) 8153 907503 CZECH REPUBLIC: Lyle Frink, Tel: (49) 8153 907521 Fax: (49) 8153 907425 e-mail: [email protected] Tel: (420) 606-486729 e-mail: [email protected] Georgia Bootiman, Production Editor e-mail: [email protected] USA: 1155 Gratiot Avenue, Detroit, MI 48207 Tel: (49) 8153 907511 SPAIN, PORTUGAL: Paulo Soares de Oliveira, Tony Merpi, Group Advertising Director e-mail: [email protected] Tel: (35) 1919-767-459 Larry Schlagheck, US Advertising Director www.automotivenewseurope.com Douglas A. Bolduc, Reporter e-mail: [email protected] Tel: (1) 313 446-6030 Fax: (1) 313 446-8030 Tel: (49) 8153 907504 Keith E. -
SRG Global Overview
Company OVERVIEW 2021 Confidential. Disclosure or duplication without SRG Global consent is prohibited. 1 We are Many industries. Countless products. One focus... improving people’s lives. As a subsidiary of Guardian Industries (a wholly owned subsidiary of Koch Industries, Inc.), SRG Global belongs to one of the largest privately held organizations in America. Koch Industries’ companies Koch Industries acquired Guardian Industries merged its span the spectrum from leading Guardian Industries in 2017. automotive business with another edge high-techs to the rugged Guardian companies develop trim supplier in 2009 to create Combined, we have more than world of ranching. products and solutions that improve SRG Global, a Tier 1 in the 130,000 EMPLOYEES worldwide with people’s lives, from innovative automotive industry focused on automotive solutions to commercial creating functional aesthetics for a presence in about 70 COUNTRIES. and residential glass. the road ahead. Confidential. Disclosure or duplication without SRG Global consent is prohibited. 2 Our Business Philosophy 8 PRINCIPLES ONE PROVEN1 APPROACH. Market-Based Management® is a way for organizations to succeed by helping others improve their lives. It is the business philosophy and framework that we apply to innovate, improve and transform ourselves in order to create greater value and find fulfillment. Confidential. Disclosure or duplication without SRG Global consent is prohibited. 3 5,300+ Global presence EMPLOYEES CREATING VALUE EVERY DAY 3 1 1 1 1 2 P NA AP 3 3 3 8 EU 8 JV 12 MANUFACTURING FACILITY RESEARCH & DEVELOPMENT 19 geographic locations | 8 countries CENTER TECHNICAL COMMERCIAL OFFICE JV P ASIA ASIA = Partnership P NORTH PACIFIC JV EUROPE = Joint Venture AMERICA All figures February 2021 Confidential. -
Who's Who at Europe's Supplier Parks
AN_070319_23.qxd 15.03.2007 11:19 Uhr Page 23 March 19, 2007 www.autonewseurope.com · PAGE 23 2007 Guide to purchasing Who’s who at Europe’s supplier parks AUDI VOLKSWAGEN 1. Ingolstadt 23. Autoeuropa Supplier Park opened in 1995 Supplier Park opened in 1995 Ingolstadt Logistics Center (GVZ) Palmela, Quinta da Marquesa, 85057 Ingolstadt, Germany Quinta do Anjo, Portugal Tel :(49) 841-890 Tel: (351) 1-321-2541/2601 Carcoustics: door sound proofing; Delphi: interior ArvinMeritor, Benteler, Edscha, Faurecia, Tenneco; wiring harness; Dräxlmaier: wiring, instrument panels; Hayes Lemmerz: wheels; Kautex; Magna Donnelly; Pal- Faurecia: front-end modules; Montes: air filters and metal: Logistics; PPG; Vanpro (joint venture JCI-Faurecia) filtration equipment; Preymesser: consolidation tasks Rehau: bumpers; Scherm: logistics; Röchling Auto- 24. Brussels 30 motive: door trim; Siemens VDO: fuel tanks; Tenneco: Supplier Park opened in 2001 emission control systems; Venture/Peguform: door trim Blvd. De la 2eme Armee, Britannique 201, 201, Britse Tweedelegerlaan, 2a. Neckarsulm 1190 Brussels, Belgium Supplier Park opened in 1996 15 Tel: (32) 2-348-2111 Bad Friedrichshall Industry and Commerce Park ArvinMeritor: door mechanisms, fittings; Expert: 28 NSU Str. 24-32 13 4 bumpers; Inergy: fuel tanks; Hayes Lemmerz: wheels; 74172 Neckarsulm, Germany Siemens VDO: fuel tanks; Sumitomo Electric Indus- 26 Tel: (49) 7132-310 12 24 11 tries: electrical cables AFL Michels: wiring; Plastal: bumpers; Faurecia: floor- 19 29 8 ing; Fritz Logistik: logistics; Grammer: central consoles; 2a 3 25. Pamplona 5 2b HP Pelzer: roofs; Johnson Controls: instrument panels, 18 1 16 Supplier Park opened in 1999 6 27 pillars; Rhenus: logistics; Siemens VDO: fuel tanks; 9 Pol. -
From Legend to Reality
Hispano Suiza: from legend to reality Hispano Suiza built more than 12.000 luxury cars between 1904 and 1946. Its emblem, the stork, pays tribute to the squadron emblem painted on the side of a Hispano-Suiza powered fighter aircraft that had been flown during World War I Its current hypercars, 100% electric, maintain the values which converted Hispano Suiza into a legend. Barcelona, 2 February 2021. The Hispano Suiza brand renaissance dates back to March 2019 when it unveiled a true work of art on wheels at the Geneva Motor Show: the Carmen. The luxury hypercar, which defines the “hyperlux” segment, instantly became one of the most coveted attractions of the Swiss exhibition. The Carmen shares the same DNA that turned Hispano Suiza into a legend and a source of pride for the Spanish automotive industry. Two generations of Hispano Suiza side by side: the H6 (left) and the Carmen Boulogne. Hispano Suiza was founded on June 14, 1904 by Damián Mateu, with the support of engineer Marc Birkigt, a Swiss who had come to Spain to revolutionise the automobile industry, and who had worked on the two predecessors of Hispano Suiza: La Cuadra and J.Castro. Since the beginning of the century, Birkigt had worked on the development of 10 and 14 hp vehicles, which formed the foundations of the company and were delivered at the end of the same year. 1 A few months later, in 1905, Hispano Suiza produced its first vehicle, the armored type Birkigt system, which was equipped with a four-cylinder engine and delivered 20 CV of power, with a top speed of 87 km/h. -
2021 Half-Year Results
2021 HALF-YEAR RESULTS July 21st, 2021 Laurent Favre, CEO Félicie Burelle, Managing Director Adeline Mickeler, EVP Corporate Finance 2021 HALF YEAR RESULTS - July 21st, 2021 Confidential Key Messages Solid H1 results despite a volatile and fragmented market, impacted by chip shortages Improved operational performance and cash generation allows an upgrade of FY 2021 guidance Acceleration of Group’s transformation towards sustainable mobility led by a renewed Executive Committee 2021 HALF YEAR RESULTS - July 21st, 2021 Confidential 2 An increasing impact of chip shortages affecting a regionalized recovery Worldwide automotive production far from its pre-crisis levels H1 2021 chip shortages impact: (in million vehicles) Q1 2021: -1.4m vehicles lost Q2 2021: -2.6m vehicles lost 46 43.6 4445 42.4 42.4 4243 4041 37.9 Q2 production: -9% vs. Q1 production 3839 -11% 3637 3435 3233 3031 29.3 2829 2627 Excluding shortages, significant 2425 2223 2021 discrepancies in the recovery per region 1819 1617 1415 1213 China & North America 1011 89 close to 2019 levels 67 45 23 01 Europe & rest of Asia 2019 2020 2021 still below 2019 levels (-10%) Source: IHS July 2021 2021 HALF YEAR RESULTS - July 21st, 2021 Confidential 3 Solid operating performance despite a challenging environment ANTICIPATION AND AGILITY INCREASED OPERATING MARGIN Economic sales PO assumption: Chip shortages 5% discount to 2021 Auto Production impact: -8% -12% Maximum flexibility to face 4,499 (-€550m) stops and starts in production 4,138 H2 2020 H1 2021 Efficient cost reduction programs -
Benchmarking of Existing Business / Operating Models & Best Practices
SHared automation Operating models for Worldwide adoption SHOW Grant Agreement Number: 875530 D2.1.: Benchmarking of existing business / operating models & best practices This report is part of a project that has received funding by the European Union’s Horizon 2020 research and innovation programme under Grant Agreement number 875530 Legal Disclaimer The information in this document is provided “as is”, and no guarantee or warranty is given that the information is fit for any particular purpose. The above-referenced consortium members shall have no liability to third parties for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials subject to any liability which is mandatory due to applicable law. © 2020 by SHOW Consortium. This report is subject to a disclaimer and copyright. This report has been carried out under a contract awarded by the European Commission, contract number: 875530. The content of this publication is the sole responsibility of the SHOW project. D2.1: Benchmarking of existing business / operating models & best practices 2 Executive Summary D2.1 provides the state-of-the-art for business and operating roles in the field of mobility services (MaaS, LaaS and DRT containing the mobility services canvas as description of the selected representative mobility services, the business and operating models describing relevant business factors and operation environment, the user and role analysis representing the involved user and roles for the mobility services (providing, operating and using the service) as well as identifying the success and failure models of the analysed mobility services and finally a KPI-Analysis (business- driven) to give a structured economical evaluation as base for the benchmarking. -
Hierarchical Clusters: Emergence and Success of the Automotive Districts of Barcelona and São Paulo
Hierarchical Clusters: Emergence and Success of the Automotive Districts of Barcelona and São Paulo JORDI CATALAN TOMÀS FERNÁNDEZ-DE-SEVILLA This article analyzes the causes for the long-term success of the Barcelona (Spain) and São Paulo (Brazil) automobile industry clus- ters. Comparative evidence suggests that both clusters emerged in the early twentieth century through the formation of Marshallian external economies. Nevertheless, neither Barcelona nor São Paulo reached mass automobile production before 1950. The consolida- tion of the clusters required the adoption of strategic industrial policy during the golden age of capitalism. This policy succeeded in encouraging a few hub firms to undertake mass production by using domestic parts. The strategic policy also favored these leading corporations transferring their technical, organizational, and distri- bution capabilities, which in turn amplified the advantages of the clusters. Local institutions did not make a significant contribution. © The Author(s), 2020. Published by Cambridge University Press on behalf of the Business History Conference. This is an Open Access article, distributed under the terms of the Creative Commons Attribution licence (http:// creativecommons.org/licenses/by/4.0/), which permits unrestricted re-use, distribution, and reproduction in any medium, provided the original work is properly cited. doi:10.1017/eso.2019.27 Published online February 4, 2020 JORDI CATALAN is full professor of Economic History at the University of Barcelona. Contact information: Department of Economic History, Faculty of Economics, Universitat de Barcelona, Diagonal 690, 08034 Barcelona (Catalonia), Spain. E-mail: [email protected]. TOMÀS FERNÁNDEZ-DE-SEVILLA is the Kurgan-van Hentenryk Postdoctoral Fellow in Business History at the Solvay Brussels School of Economics and Management.