Growth and Value Creation Building on Our Foundation
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Committed to Growth Annual Report 2017 Annual Report 2017
GALLANT VENTURE LTD. GALLANT VENTURE LTD. COMMITTED TO GROWTH ANNUAL REPORT 2017 ANNUAL REPORT 2017 ANNUAL REPORT GALLANT VENTURE LTD. 3 HarbourFront Place #16-01 HarbourFront Tower Two Singapore 099254 Tel: (65) 6389 3535 Fax: (65) 6396 7758 www.gallantventure.com TABLE OF CONTENTS 01 OUR PROFILE 02 OUR CORE BUSINESSES • AUTOMOTIVE • PROPERTY DEVELOPMENT • INDUSTRIAL PARKS • UTILITIES • RESORT OPERATIONS 07 LETTER TO SHAREHOLDERS 09 BUSINESS REVIEW 13 FINANCIAL REVIEW 15 FINANCIAL HIGHLIGHTS 16 GROUP STRUCTURE 20 BOARD OF DIRECTORS 23 KEY EXECUTIVES 24 CORPORATE INFORMATION 25 FINANCIAL CONTENTS GALLANT VENTURE LTD Annual Report 2017 01 OUR PROFILE Gallant Venture Ltd is an Indonesia focused investment holding company headquartered in Singapore. We are an integrated automotive group with coverage across Indonesia and a master planner for industrial parks and resorts in Batam and Bintan. With vision and perseverance, we have successfully plots in Bintan. Progressive completion of the Lagoi developed Batam and Bintan into an investment and Bay project will bring our Bintan Resorts to new tourist destination offering integrated businesses and heights and significantly enhance the business services such as industrial parks, utilities, property prospects on the island. development and resort operations. Our businesses are well-positioned to leverage on the strategic With our acquired automotive arm – PT Indomobil alliance between the Singapore and Indonesia Sukses Internasional Tbk (“IMAS”), we have governments and close proximity to Singapore. -
The Political Economy of Business Groups in Developing Countries
Studies in Comparative International Development https://doi.org/10.1007/s12116-021-09339-4 Trust and Envy: the Political Economy of Business Groups in Developing Countries Nathaniel H. Lef1 · Rachael Behr2 · Jefry Frieden3 · Shelby Grossman4 Accepted: 18 June 2021 © The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2021 Abstract Diversifed business groups play a major role in the economies of many developing countries. Business group members, often from the same communal, ethnic, or tribal group, have or develop interpersonal relations that make it easier to obtain informa- tion and monitor compliance related to transactions that require a strong measure of trust. This in-group cohesion facilitates proftable and productive economic activity. However, it can create resentment among other members of society who are barred from membership in a group that is, of necessity, exclusive. This envy can fuel a self-reinforcing cycle of societal hostility and group protectiveness that can deprive society of the economic benefts the groups can provide. There are several possible reactions such as “afrmative action” programs that can slow or stop the cycle of envy and group vulnerability. Keywords Diversifed business groups · Business groups · Property rights · Afrmative action · Minority trading groups Introduction Business groups are ubiquitous in the economies of many countries in Africa, Asia, and Latin America (Khanna and Yafeh 2007). They help mitigate informational and other contractual -
BAB III PEMBAHASAN A. Gambaran Umum Perusahaan 1. Sejarah
BAB III PEMBAHASAN A. Gambaran Umum Perusahaan 1. Sejarah Perusahaan PT. Wahana Sun Solo merupakan salah satu cabang perusahaan yang bergerak di bidang retail otomotif di Indonesia, yaitu PT. Nissan Motor Indonesia yang berdiri sejak tahun 2001 pada saat Nissan Motor Ltd bergabung dengan Renault (perusahaan mobil ternama asal Prancis). Sebenarnya Nissan memperkenalkan diri di Indonesia sejak tahun 60-an ketika nama Nissan masih memakai Datsun. Krisis global pada tahun 1998, Nissan mengalami krisis di seluruh dunia termasuk Indonesia. Krisis menjadikan Nissan membangun aliansi dengan Reanult dan mengembangkan produksi mereka bersama untuk memperbaiki keadaan kedua perusahaan tersebut. Pada tahun 2000 Nissan-Renault mencanangkan program jangka panjang yang dilaksanakan oleh semua cabang Nissan-Reanult di seluruh dunia. PT NMI berdiri sejak masa aliansi Nissan-Renault. bergabung dengan grup Indomobil untuk memudahkan pengembangan produksi. Hingga sejak saat ini Indomobil- Nissan mempunyai lebih dari 60 dealer di seluruh Indonesia. 22 Nissan memiliki assembly plant di daerah perindustrian di kota Karawang, Jawa Barat. Di era 60-an Nissan pertama kali masuk secara resmi ke Indonesia pada tahun 1969 dengan nama Datsun melalui Agen Tunggal PT Indokaya yang didirikan oleh H. Abdul Wahab Affan bersama dengan saudara-saudaranya. Jenis kendaraan yang diproduksi pada tahun itu adalah pick up, multi purpose (jip) dan sedan dengan produksi rata-rata 750 unit/bln yang dipasarkan di kota-kota terbesar di Indonesia. Kemudian pada tahun 1974 PT Indokaya memproduksi Datsun Sena yang penggunaan kandungan lokalnya mencapai 75% guna memenuhi anjuran pemerintah untuk menjalankan program lokalisasi bagi kendaraan roda empat. Produksi yang dihasilkan rata-rata 250 unit per bulan. Pada tanggal 14 April 1981, keagenan tunggal Datsun dipegang oleh PT Wahana Wirawan. -
2007 Registration Document
2007 REGISTRATION DOCUMENT (www.renault.com) REGISTRATION DOCUMENT REGISTRATION 2007 Photos cre dits: cover: Thomas Von Salomon - p. 3 : R. Kalvar - p. 4, 8, 22, 30 : BLM Studio, S. de Bourgies S. BLM Studio, 30 : 22, 8, 4, Kalvar - p. R. 3 : Salomon - p. Von Thomas cover: dits: Photos cre 2007 REGISTRATION DOCUMENT INCLUDING THE MANAGEMENT REPORT APPROVED BY THE BOARD OF DIRECTORS ON FEBRUARY 12, 2008 This Registration Document is on line on the website www .renault.com (French and English versions) and on the AMF website www .amf- france.org (French version only). TABLE OF CONTENTS 0 1 05 RENAULT AND THE GROUP 5 RENAULT AND ITS SHAREHOLDERS 157 1.1 Presentation of Renault and the Group 6 5.1 General information 158 1.2 Risk factors 24 5.2 General information about Renault’s share capital 160 1.3 The Renault-Nissan Alliance 25 5.3 Market for Renault shares 163 5.4 Investor relations policy 167 02 MANAGEMENT REPORT 43 06 2.1 Earnings report 44 MIXED GENERAL MEETING 2.2 Research and development 62 OF APRIL 29, 2008: PRESENTATION 2.3 Risk management 66 OF THE RESOLUTIONS 171 The Board first of all proposes the adoption of eleven resolutions by the Ordinary General Meeting 172 Next, six resolutions are within the powers of 03 the Extraordinary General Meeting 174 SUSTAINABLE DEVELOPMENT 79 Finally, the Board proposes the adoption of two resolutions by the Ordinary General Meeting 176 3.1 Employee-relations performance 80 3.2 Environmental performance 94 3.3 Social performance 109 3.4 Table of objectives (employee relations, environmental -
2019 Annual Report.Pdf
HEV TCP Buchcover2019_EINZELN_zw.indd 1 15.04.19 11:45 International Energy Agency Technology Collaboration Programme on Hybrid and Electric Vehicles (HEV TCP) Hybrid and Electric Vehicles The Electric Drive Hauls May 2019 www.ieahev.org Implementing Agreement for Co-operation on Hybrid and Electric Vehicle Technologies and Programmes (HEV TCP) is an international membership group formed to produce and disseminate balanced, objective information about advanced electric, hybrid, and fuel cell vehicles. It enables member countries to discuss their respective needs, share key information, and learn from an ever-growing pool of experience from the development and deployment of hybrid and electric vehicles. The TCP on Hybrid and Electric Vehicles (HEV TCP) is organised under the auspices of the International Energy Agency (IEA) but is functionally and legally autonomous. Views, findings and publications of the HEV TCP do not necessarily represent the views or policies of the IEA Secretariat or its individual member countries. Cover Photo: Scania’s El Camino truck developed for trials on three e-highway demonstration sites on public roads in Germany. The truck is equipped with pantograph power collectors, developed by Siemens and constructed to use e-highway infrastructure with electric power supplied from overhead lines. (Image Courtesy: Scania) The Electric Drive Hauls Cover Designer: Anita Theel ii International Energy Agency Technology Collaboration Programme on Hybrid and Electric Vehicles (HEV TCP) Annual Report Prepared by the Executive -
ATLAS 2014 APRIL 2015 EDITION EOLAB Concept Car Cover: KWID Concept Car CONTENTS
RENAULT ATLAS 2014 APRIL 2015 EDITION EOLAB concept car Cover: KWID concept car CONTENTS 02 / RENAULT GROUP 04 / Key figures 05 / One Group, 3 brands 06 / Group highlights 08 / Highlights for the Europe region 10 / Highlights for the Africa-Middle East-India region 11 / Highlights for the Eurasia region 12 / Highlights for the Asia-Pacific region 13 / Highlights for the Americas region 1 14 / Strategic plan 15 / Simplified structure/Equity ownership 16 / Organization chart 18 / Financial information 19 / Workforce 20 / Corporate social responsibility 21 / Milestones, over 115 years of history 22 / MANUFACTURING AND SALES 24 / Industrial sites 26 / Global production 31 / Global sales 34 / Sales in the Europe region 2 38 / Sales in the Africa-Midle East-India region 40 / Sales in the Eurasia region 42 / Sales in the Asia-Pacific region 44 / Sales in the Americas region 46 / PRODUCTS AND BUSINESS 48 / Vehicle ranges 54 / Powertrains 58 / Motorsport 61 / Research and development 64 / Light commercial vehicles 65 / Electric vehicles 66 / Purchasing 3 67 / Supply chain 68 / Sales network 69 / RCI Banque 70 / After-sales 71 / Renault Tech 72 / RENAULT-NISSAN ALLIANCE 74 / Overview 75 / Highlights 76 / Synergies 77 / Organization chart of shared departments 78 / Partnerships 80 / Sales 4 01 Renault dealership at Wuhan (China). RENAULT GROUP Renault has been making cars since 1898. Today it is an international group with global sales of over 2.7 million vehicles in 2014. The Group is developing three complementary brands: the global brand Renault, the regional brand Dacia, and the local brand Renault Samsung Motors. The Renault-Nissan Alliance is the world’s fourth-largest automotive group. -
RENAULT-NISSAN ALLIANCE 2004 Alliancegbguy 13/09/04 18:06 Page 2
allianceGBGuy 13/09/04 18:06 Page 1 RENAULT-NISSAN ALLIANCE 2004 allianceGBGuy 13/09/04 18:06 Page 2 CONTENTS 1 - RENAULT-NISSAN ALLIANCE BASICS 04 2 - COOPERATION IN ALL MAJOR AREAS 12 3 - THE ALLIANCE CHARTER: PRINCIPLES AND VALUES 36 4 - ALLIANCE VISION - DESTINATION 38 5-FIVE YEARS OF THE ALLIANCE 40 6 - MANAGEMENT STRUCTURES AND GOVERNANCE OF THE ALLIANCE 46 7 - OVERVIEW OF RENAULT AND NISSAN 50 8 - RENAULT AND NISSAN PRODUCT LINE-UP 52 allianceGBGuy 13/09/04 18:06 Page 4 1. RENAULT-NISSAN ALLIANCE BASICS RENAULT-NISSAN ALLIANCE THE ALLIANCE BOARD Signed on March 27, 1999, the Renault-Nissan Alliance is the first of The Alliance Board steers the Alliance’s medium- and long-term its kind involving a Japanese and a French company, each with its strategy and coordinates joint activities on a worldwide scale. own distinct corporate culture and brand identity. Both companies Renault and Nissan run their operations under their respective share a single joint strategy of profitable growth and a community of Executive Committees, accountable to their Board of Directors, and interests. To promote this shared objective, the Renault-Nissan remain individually responsible for their day-to-day management. Alliance set up joint project structures as early as June 1999 covering most of both companies’ activities. President of the Alliance Board: Louis Schweitzer Vice-President of the Alliance Board: Carlos Ghosn ALLIANCE MANAGEMENT STRUCTURE To define a common strategy and manage synergies, an Alliance strategic management company, Renault-Nissan bv*, was founded on March 28, 2002. Renault-Nissan bv is jointly and equally owned by Renault and Nissan and hosts the Alliance Board, which met for the first time on May 29, 2002, and holds monthly meetings. -
In Asia Copyright © First Pacific Company Limited 7 July 2020
Proposed Acquisition of Pinehill Company by Indofood CBP, A Subsidiary of Indofood HKEx: 00142 Creating ADR: FPAFY long-term value www.firstpacific.com in Asia Copyright © First Pacific Company Limited 7 July 2020. All rights reserved. Ownership Structure of Pinehill Company Argyle Street Management Limited Independent Third Relative of Anthoni Salim (Hong Kong-based asset manager, Parties Mr. Salim Beneficial Owner of Steele Lake) 49% 42.7% 8.3% 100% Pinehill Corpora Limited Steele Lake Limited (Affiliated) Seller (Non-Affiliated) Seller 51% 49% Pinehill Company Limited (Target Company, “Pinehill Group”) 59% 59% 59% 100% Salim Wazaran Group Limited Salim Wazaran Gida Sanayi Pinehill Arabia Food Limited Platinum Stream Profits “SAWAZ” (Egypt, Kenya, ve Yatirim Anonim Sirketi Serbia, Morocco) “PAFL” (Saudi Arabia) Limited 80% 49% Adkoturk Gida Sanayi ve DUFIL Prima Plc “DUFIL” Ticaret Limited Sirketi (Nigeria, Ghana) “Adkoturk” (Turkey) The four main Pinehill Group noodle makers. 2 Note: FPC Chairman A. Salim has a 25% economic interest in Pinehill. Pinehill Group Brings Continental Scale Four Companies In Eight Markets Serving 550 mln People DUFIL Pinehill Arabia Food (PAFL) Production2.8 from:x 4.9 1995 Production2.8 from:x 4.9 1995 2019 Sales: 4,062 mln 2019 Sales: 1,779 mln Population:13.4 x 5.0237 mln Population:19.2 x 5.035 mln SAWAZ Adkoturk Home marKets Production4.2 from:x 4.9 2010 Production2.8 from:x 4.9 2015 Neighboring marKets 2019 Sales: 1,550 mln 2019 Sales: 211 mln Population:13.4 x 8.2195 mln Population:19.2 x 8.284 mln Export markets bring total population to 885 million potential consumers Note: Sales are in units of 70g equivalent pacKs while “production from” refers to first factory operation. -
Skripsi Analisis Beban Kerja Karyawan Bagian Mekanik Pada Pt. Wahana
SKRIPSI ANALISIS BEBAN KERJA KARYAWAN BAGIAN MEKANIK PADA PT. WAHANA WIRAWAN RIAU Diajukan Sebagai Salah Satu Syarat Untuk Memperoleh Gelar Sarjana Ekonomi Pada Fakultas Ekonomi Universitas Islam Riau Pekanbaru OLEH RIVAL RINALDI NPM. 135210884 PROGRAM STUDI MANAJEMEN S-1 FAKULTAS EKONOMI UNIVERSITAS ISLAM RIAU PEKANBARU 2019 ABSTRAK ANALISIS BEBAN KERJA KARYAWAN BAGIAN MEKANIK PADA PT. WAHANA WIRAWAN RIAU Oleh RIVAL RINALDI Beban kerja didasarkan pada pemanfaatan waktu kerjayang tersedia untuk melakukan serangkaian pekerjaan, yaitu dilihat dari aktivitas atau kegiatan yang dilakukan staf pada waktu kerja, baik kegiatan langsung, tidak langsung, dan kegiatan lain seperti kegiatan pribadi dan kegiatan tidak produktif. Tujuan penelitian ini adalah untuk mengetahui dan menganalisis bagaimanakah beban kerja karyawan bagian mekanik pada PT. Wahana Wirawan Riau. Jenis penelitian adalah kuantitatif bersifat deskriptif. Populasi dalam penelitian adalah seluruh karyawan bagian mekanik di PT. Wahana Wirawan Riau Jl. Soekarno Hatta sebanyak 23 orang. Teknik pengambilan sampel yang digunakan dalam penelitian ini adalah dengan cara menggunakan metode sampel jenuh. Sampel dalam penelitian ini sebanyak 23 orang. Teknik analisa data yang digunakan adalah menggunakan analisis deskriptif persentase. Berdasarkan hasil perhitungan di atas, diketahui bahwa beban kerja karyawan bagian mekanik pada PT. Wahana Wirawan Riau berada pada kategori tinggi, beban kerja ini meliputi beban kerja fisik,beban kerja mental dan penggunaan waktu kerja yang tinggi yang di terima karyawan saat melaksanakan pekerjaanya. Kata Kunci : Beban Kerja i ABSTRACT EMPLOYEE EMPLOYEE LOAD ANALYSIS OF THE MECHANICAL PART IN. WAHANA WIRAWAN RIAU By RIVAL RINALDI Workload is based on the use of available work time to do a series of work, which is seen from the activities or activities carried out by staff at work time, both direct, indirect activities, and other activities such as personal and unproductive activities. -
Annual Report Renault 2003
Annual Report Renault 2003 ■ Renault group and strategy ■ Corporate governance ■ Renault’s performance in 2003 ■ Consolidated fi nancial statements ■ Main subsidiaries and group organization chart ■ Draft resolutions of the general meeting of shareholders on April 30, 2004 ■ Supplemental information Annual Report Renault 2003 Management report approved by the Board of Directors on February 24, 2004. Contents 1. RENAULT GROUP STRATEGY 7 1.1. Presentation of the company and the Group 9 1.1.1. Background and highlights 9 1.1.2. Renault shareholders on December 31, 2003 10 1.1.3. 5-year consolidated figures 11 1.1.4. Main activities 11 1.1.4.1. Automobile Division 12 1.1.4.2. Sales Financing Division 19 1.1.4.3. Strategic shareholdings 19 1.2. The Renault-Nissan Alliance 21 1.2.1. Aims and governance 21 1.2.1.1. The phases and aims of the Alliance 21 1.2.1.2. Governance and operational structure of the Alliance 23 1.2.2. Areas of Renault-Nissan cooperation 25 1.2.2.1. Operational steering bodies and their scope 25 1.2.2.2. Sharing industrial resources 26 1.2.2.3. Close commercial fit 29 1.2.2.4. Staff exchanges 30 1.2.3. Nissan's results 30 1.2.3.1. Sharp increase in earnings 30 1.2.3.2. Nissan makes a growing contribution to Renault’s results 32 1.2.4. Overall performance and financial indicators 32 1.2.4.1. Industrial and commercial presence 32 1.2.4.2. Value of joint operations 35 1.2.4.3. -
Global Retail Trends 2017
Cover Page Event Intro Market Speakers VIPs Delegates Testimonials Agenda Sponsorship Exhibition Contacts Registration A Three-in-One Conference & Exhibition Presented by Supported by Website: www.automotivesummit.org Cover Page Event Intro Market Speakers VIPs Delegates Testimonials Agenda Sponsorship Exhibition Contacts Registration EVENT BRIEF Spearheaded by Indonesia, Southeast Southeast Asia Automotive Technology Summit is Asia remain as one of the world’s most Indonesia’s ONLY technology themed event for potential automotive market and a car OEMs and its tier partners and it is a must- growing production base attend event to gain latest industry innovations and stay competitive There are many reasons to remain optimistic about the SEA automotive scene. Large population, strong GDP growth, the SE Asia Automotive Technology Summit was initiated in 2015 and it has been region as a whole has low levels of car ownership and many first- serving 1000+ senior level decision makers, technicians and specialists in time car buyers. It is expected that many two-wheeler owners will Indonesia and the regional car production, sales distribution and services industry. eventually convert to four-wheeled vehicles, forming a large By popular demand, the Escom Events team is proud to introduce the SE Asia group of first-time buyers as affluence grows. Automotive Technology Summit 2019 edition on Novemeber 6 -7,2019 in Jakarta. It will bring together strategic decision makers from the region’s leading vehicle The automotive industry of Indonesia has become an important manufacturers, suppliers and solution providers. Focusing on the current pillar of the country's manufacturing sector as many of the world’s Manufacturing and Supply Chain Solutions, as well as the impact of Electro-Mobility well-known car corporations have (re)opened manufacturing and Autonomous Technology Innovations, this event will ensure your business has plants or expanded production capacity in Southeast Asia’s the tools and knowledge to stay ahead of the game! largest economy. -
Automotive • Property Development • Industrial Parks • Utilities • Resort Operations
GALLANT VENTURE LTD | ANNUAL REPORT 2016 REPORT | ANNUAL GALLANT VENTURE LTD Annual Report 2016 Remain Focus, Deliver Value GALLANT VENTURE LTD 3 HarbourFront Place #16-01 HarbourFront Tower Two Singapore 099254 Tel: (65) 6389 3535 Fax: (65) 6396 7758 www.gallantventure.com Table of Contents 01 OUR PROFILE 02 OUR CORE BUSINESSES • AUTOMOTIVE • PROPERTY DEVELOPMENT • INDUSTRIAL PARKS • UTILITIES • RESORT OPERATIONS 07 LETTER TO SHAREHOLDERS 09 BUSINESS REVIEW 13 FINANCIAL REVIEW 15 GROUP STRUCTURE 18 FINANCIAL HIGHLIGHTS 19 BOARD OF DIRECTORS 22 KEY EXECUTIVES 23 CORPORATE INFORMATION 24 FINANCIAL CONTENTS GALLANT VENTURE LTD 01 Annual Report 2016 Our Profile Gallant Venture Ltd is an alliance between the Singapore and Indonesia Indonesia focused investment governments and close proximity to Singapore. holding company headquartered Continuously expanding our product offering, Lagoi in Singapore. We are an integrated Bay Development is our latest integrated project with resorts/hotels, commercial activities and residential automotive group with coverage plots in Bintan. Progressive completion of the Lagoi across Indonesia and a master Bay project will bring our Bintan Resorts to new planner for industrial parks and heights and significantly enhance the business prospects on the island. resorts in Batam and Bintan. With the successful integration of our acquired With vision and perseverance, we have successfully automotive arm – PT Indomobil Sukses Internasional developed Batam and Bintan into an investment and Tbk (“IMAS”), we have deepened our roots into tourist destination offering integrated businesses and Indonesia and diversified our portfolio from a single services such as industrial parks, utilities, property location-focused business to a country-focused development and resort operations.