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KOC SS RAPORU 08 Buke.Fh11
Corporate Social Responsibility Report 2008 Contents 02 Message from the Chairman Message from the CEO of the Ko Group 04 06 Scope of the Report Values of the Ko Group 07 08 Creating Value at Ko R&D and Innovation at Ko 10 18 Social Responsibility at Ko Group Respect for Human Rights at Ko Group 32 38 Working Environment at Ko Group Environmentally-Friendly Practices of Ko Group 50 66 Ethical Values at Ko The Global Compact 69 THE KO GROUP 01 CORPORATE SOCIAL RESPONSIBILITY REPORT 2008 We, Ko Group, with all our people, aspire to ensure customer satisfaction and sound growth by providing products and services of universal quality and standards. We are committed to being a symbol of trust, continuity and esteem for our country, customers, shareholders, dealers, and suppliers. Message from the Chairman We regard corporate social responsibility as an indispensible part of our business approach, in line with the conscience transmitted to us by the late Vehbi Ko. Distinguished Shareholders, In the era of globalization, even though there are still humanity, the coming generations, and for ourselves as geographic boundaries, economic boundaries no longer well. exist. Developments in one country affect another country on the other side of the world with unprecedented speed. During this difficult crisis period that, we, the Ko Group, The latest example is the financial crisis originating in the continue to be a driving force forwards economic U.S.A. and causing turbulence in all economies around development with domestic investments, steps towards the world in a very short time. developing new sectors of production, and our globally known brands. -
Across the Slope” Interpretation Pack
Ahmet Öğüt “Across the Slope” interpretation pack interpretation pack contents 3 Introduction to SALT 4 Modern Essays 1: Ahmet Öğüt “Across the Slope” 5 TO EDUCATORS 6 OPENING DISCUSSION: The Fiat 131 7 UNIT ONE: Mobility & the Automobile 9 Re-Imagining urban Transit 11 unit two: Marketing Modernity 14 The Place you cannot go is not yours 18 research & discuss: The Devrim 19 closing discussion: The People’s Car 20 ADDITIONAL RESOURCES INTRODUCTION TO SALT SALT explores critical and timely issues in visual and material culture, and cultivates innovative programs for research and experimental thinking. Assuming an open attitude and establishing itself as a site of learning and debate SALT aims to challenge, excite and provoke its visitors by encouraging them to offer critique and response. SALT Research sources diverse fields of knowledge and provides outlets for thought within the fissures and crossovers of different disciplines. The institution’s research projects expand beyond linear chronologies, medium-based questions, and the traditional separation of fields of study. SALT assembles archives of recent art, architecture, design, urbanism, and social and economic histories to make them available for research and public use. These resources will be interpreted in SALT’s activities are distributed between two the form of exhibitions and discussed in all other landmark buildings located no more than a areas of programming. fifteen-minute walk apart, and also shared via saltonline. The first building, SALT Beyoğlu, is on the pedestrian street İstiklal Caddesi, and shares its audience with a cluster of private cultural institutions, galleries and organizations. SALT Beyoğlu’s program and circulation interiors are mostly occupied by exhibition and event spaces. -
Main Heading Goes Here
Karsan Turkey / equity / automotive Turnaround story begins in 2015 May 21, 2014 Turning into an OEM producer from contract auto manufacturer. Karsan has been MARKET OUTPERFORMER producing commercial vehicles for the world’s leading brands such as Peugeot, Renault (initiated) and Hyundai through its flexible manufacturing facilities. However, it has been suffering KARSN.IS KARSN TI from being a contract manufacturer as the profitability is very low for contract manufacturers. Eventually, Karsan has decided to become an OEM producer, producing Stock Data its own products rather than being a contract manufacturer, and taken some steps (such Current Price (TL) 1.16 as; Hyundai deal, expiry of PSA and Renault agreements, enrichment of product mix 12M Target Price (TL) 1.60 with own brands and establishing a JV with Chinese producer) to improve its profitability Upside potential 38% and balance sheet, which will start paying off in 2015. Current Mcap (TLmn) 534 Hyundai deal to ignite turnaround. Karsan signed an agreement with Hyundai Motor Free Float (FF) 34.35% Company (HMC) for the production of more than 200k light commercial vehicles FF. Mcap (TLmn) 183 between 2014-2021. According to our calculation, Karsan will generate more than TL1bn Foreign Share in FF 3.26% Report priced as of May 20, 2014 revenue from (protected by take-or pay clause) Hyundai vehicle sales in 2015 (2014E top-line: TL537mn), totaling c.TL15.7bn between 2014-2021. Relative Performance to BIST-100 Strong growth in P&L is on the way. Deriving strength from Hyundai project, 1m 3m 6m 12m profitable BredaMenarinibus sales and upcoming new product launches, we expect the 10% 5% 8% 31% company to post substantial growth in P&L as we expect revenues, EBITDA and net Avg. -
Investor Presentation May 2019 Herkese Açık | Public Contents 2
Herkese Açık | Public Investor Presentation May 2019 Herkese Açık | Public Contents 2 . About Ford Otosan 3 . Plants and Facilities 11 . Products 18 . Investment Case 25 . Operating and Financial Performance 45 . Guidance 65 . Contacts 66 Herkese Açık | Public 3 About Ford Otosan Herkese Açık | Public Company Profile 4 Key Indicators, 2018 Revenues $6.9 billion Export Revenues $5.7 billion EBITDA $590 million Ford Motor Co. Koç Group Ford Otosan Profit Before Tax $364 million 41% 41% Net Profit $348 million ROE 43.2% Free Float EBITDA margin 8.6% 18% Annual Production Capacity 455,000 Gölcük (Transit & Custom) 330,000 Yeniköy (Courier) 110,000 İnönü (Cargo) 15,000 Paid-in Capital: TL 350,910,000 Total Employees 10,598 Traded on Borsa Istanbul since 13 January 1986 Hourly 8,086 Ticker: FROTO.IS Salaried 2,512 Herkese Açık | Public Ford Otosan at a Glance 5 First Turkish passenger car Anadol (1966) Pioneer of Turkish Turkey’s first domestic diesel engine Erk (1986) automotive Turkey’s first private R&D center in automotive (1961) First export of Turkish automotive to the US (2009) Turkey’s export champion Strong value Turkey’s 2nd largest industrial enterprise contribution Highest employment in Turkish automotive Ford’s largest commercial vehicle manufacturer in Europe Leadership and Widest product range in Turkish automotive scale 31% market share in Turkish commercial vehicles Herkese Açık | Public Leading the Turkish Automotive Industry 6 24% 31% of Turkey’s of Turkey’s Total automotive Commercial vehicle production sales 71% 74% of -
Ford Accelerates European Transformation Focus on Products, Brand and Costs to Drive Profitable Growth
FORD ACCELERATES EUROPEAN TRANSFORMATION FOCUS ON PRODUCTS, BRAND AND COSTS TO DRIVE PROFITABLE GROWTH One Ford plan focused on product, brand and costs to drive profitable growth in Europe Unprecedented new product acceleration will bring 15 global vehicles to Europe within five years, delivering a model lineup that is among the region’s freshest to drive revenue and margin improvement Ford is taking actions to strengthen its brand image in Europe, emphasizing class-leading quality, fuel efficiency, safety, smart technology and value Cost efficiency actions include planned closure of three European facilities, relocating production of key products for improved plant utilization and workforce reductions. Plans would reduce installed vehicle assembly capacity 18 percent or 355,000 units; yields gross annual savings of $450 million to $500 million Projecting profitability in Europe by mid-decade; targeting long-term operating margin of 6-8 percent; European loss for 2012 expected to exceed $1.5 billion Overall, excluding special items, total company pre-tax profit and earnings per share for the third quarter are better than the second quarter, despite a substantial loss in Europe; still projecting strong total company full year pre-tax profit with positive Automotive operating-related cash flow COLOGNE, Germany, Oct. 25, 2012 – Ford Motor Company today is announcing more details of its plan to achieve profitable growth in its European operations through an unprecedented focus on new products, a strong brand and increased cost efficiencies. Last month, Ford announced plans to launch an array of new products leveraging Ford’s global portfolio to seize growth opportunities in segments such as large cars, sport utilities and commercial vehicles. -
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MIXED NETWORKS IN BUILDING INNOVATIVE CAPABILITY IN DEVELOPING ECONOMIES: THE TURKISH CASE by Yesim Sungu-Eryilmaz Bachelor of City Planning (BCP), Middle East Technical University,1992 Master of City Planning (MCP) University of Pennsylvania,1997 Submitted to the Graduate Faculty of Public and International Affairs in partial fulfillment of the requirements for the degree of Doctor of Philosophy University of Pittsburgh 2006 UNIVERSITY OF PITTSBURGH GRADUATE SCHOOL OF PUBLIC AND INTERNATIONAL AFFAIRS This dissertation was presented by Yesim Sungu-Eryilmaz It was defended on July 20, 2006 and approved by Ilhan Tekeli, Professor, CRP, METU Phyllis Coontz, Associate Professor, GSPIA Clyde Mitchell-Weaver, Associate Professor, GSPIA Dissertation Advisor: Sabina E. Deitrick, Associate Professor, GSPIA ii Copyright © by Yesim Sungu-Eryilmaz 2006 iii MIXED NETWORKS IN BUILDING INNOVATIVE CAPABILITY IN DEVELOPING ECONOMIES: THE TURKISH CASE Yesim Sungu-Eryilmaz, PhD University of Pittsburgh, 2006 This study investigates the networking behavior of innovative firms in two regions in Turkey: Ankara and Istanbul. Specifically, it compares the geographical extent and characteristics of innovation networks between the two regions when firms carry out innovation, i.e. developing new or improved products or processes. Ego-centric networks of 89 firms were studied to investigate the geographical extent and the nature of innovation network ties. Based on these two regional case studies, three conclusions were made: (1) when firms in developing countries introduce technological innovation of products and/or processes, they engage in mixed networks, i.e. local and non-local (interregional and international) networks, (2) while local networks are important, non-local networks are used to access capabilities that are not present locally; these networks are not substitutes for each other but complementary, and (3) innovative firms in both types of regions (new vs. -
Investor Presentation February 2020 Public Contents 2
Public Investor Presentation February 2020 Public Contents 2 . About Ford Otosan 3 . Plants and Facilities 11 . Products 19 . Investment Case 26 . Operating and Financial Performance 50 . Sustainability Commitment 72 . Guidance 86 . Contacts 87 Public 3 About Ford Otosan Public Company Profile 4 Key Indicators, 2019 Revenues $6.9 billion Export Revenues $5.9 billion EBITDA $563 million Ford Motor Co.* Koç Group Ford Otosan Profit Before Tax $342 million 41% 41% Net Profit $343 million ROE 42.0% Free Float EBITDA margin 8.2% 18% Annual Production Capacity 455,000 Gölcük (Transit & Custom) 330,000 Yeniköy (Courier) 110,000 Eskişehir (Cargo) 15,000 Paid-in Capital: TL 350,910,000 Total Employees 10,899 Traded on Borsa Istanbul since 13 January 1986 Hourly 8,290 Ticker: FROTO.IS Salaried 2,609 * Ford Deutschland Holding GmbH: %100 owned by Ford Motor Company Public Ford Otosan at a Glance 5 First Turkish passenger car Anadol (1966) Pioneer of Turkish Turkey’s first domestic diesel engine Erk (1986) automotive Turkey’s first private R&D center in automotive (1961) First export of Turkish automotive to the US (2009) Turkey’s export champion Strong value Turkey’s 2nd largest industrial enterprise contribution Highest employment in Turkish automotive Ford’s largest commercial vehicle manufacturer in Europe Leadership and Widest product range in Turkish automotive scale 34% market share in Turkish commercial vehicles Public Leading the Turkish Automotive Industry 6 25% 34% of Turkey’s of Turkey’s Total automotive Commercial vehicle production -
The Effect of Strategic Alliances on the Development of Automotive Industry: the Case of Turkey
Journal of Global Strategic Management | V. 1 | N. 1 | 2007-June | isma.info | 124-132 | DOI: 10.20460/JGSM.2007118721 THE EFFECT OF STRATEGIC ALLIANCES ON THE DEVELOPMENT OF AUTOMOTIVE INDUSTRY: THE CASE OF TURKEY Ayúegül Samsunlu Beykent University, Ali Akdemir Çanakkale Onsekiz Mart University ABSTRACT able about the sector. Strategic alliances are formed in order to spread risk, Key words: Strategic alliances, automotive sector, increase market power, preempt resources, access new exports, labor, research and development. markets and gain organizational learning. Among the various functions, knowledge acquisition, transfer and generation of technology have been regarded as the primary motives of strategic alliances in certain INTRODUCTION industries especially highly technological industries. The automotive industry is one of the most important sectors that have effect on the development of the The strategic alliances in the automotive sector have economy of a country. Due to the increase in the use been formed among the companies that operate in of passenger cars especially in the developed countries four regions on the world. These regions are USA and and recently all around the world there is an increase NAFTA, European Union, Japan and Korea. GM and in the amount of manufactured cars and the number of Saab have entered into a strategic alliance in 1990. exported cars. GM and FIAT has formed a strategic alliance in 2001. During recent years, some alliances have been formed According to the 2004 statistics of world figures, 80% in China. FAW -Toyota and Zongfeng -Nissan are the of the passenger cars that have been manufactured are two examples of these alliances. -
Otomotiv Sektör Raporu |Ocak 2017
Otomotiv Sektör Raporu |Ocak 2017 Otomotiv Sektör Raporu Türkiye Otomotiv Sanayii Rekabet Gücü ve Talep Dinamikleri Perspektifinde 2020 İç Pazar Beklentileri | Ocak 2017 Sercan Pişkin [email protected] TSKB Ekonomik Araştırmalar Otomotiv Sektör Raporu |Ocak 2017 Otomotiv Ana Sanayii sektörünün analizi amacıyla hazırlanmış olan bu rapor, Türkiye Sınai Kalkınma Bankası A.Ş.’nin uzman kadrosun- ca güvenilir olarak kabul edilen kaynaklardan elde edilen verilerle hazırlanmıştır. Raporda yer alan görüşler ve öngörüler, rapor kapsa- mında belirtilen ve kullanılan yöntemler ile sektör temsilcileriyle yapılan görüşmelerle üretilen sonuçları yansıtmakta olup bu verilerin tamlığı ve doğruluğundan Türkiye Sınai Kalkınma Bankası A.Ş.'nin herhangi bir sorumluluğu bulunmamaktadır. Raporda yer alan sonuç- lar, görüşler, düşünceler ve öngörüler, Türkiye Sınai Kalkınma Bankası A.Ş. tarafından açık ya da gizli olarak bir garanti ve beklenti oluş- turmaz. Diğer bir ifadeyle; bu raporda yer alan tüm bilgi ve verileri kullanma ve uygulama sorumluluğu, doğrudan veya dolaylı olarak, bu rapora dayanarak yatırım kararı veren ya da finansman sağlayan kişilere ait olup, elde edilen sonuçtan dolayı üçüncü kişilerin doğ- rudan ya da dolaylı olarak uğradıkları zarardan Türkiye Sınai Kalkınma Bankası A.Ş. hiçbir şekilde sorumlu tutulamaz. Bu doküman ileriye dönük tahminleri de kapsamaktadır. Türkiye Sınai Kalkınma Bankası A.Ş. bu tahminlere ulaşılamaması ya da Ra- por’daki bilgilerin tam ve doğru olmamasından sorumlu tutulamaz. © 2017 Bu raporun tüm hakları saklıdır. Türkiye Sınai Kalkınma Bankası A.Ş.’nin izni olmadan raporun içeriği herhangi bir şekilde bası- lamaz, çoğaltılamaz, fotokopi veya teksir edilemez, dağıtılamaz. 2 Otomotiv Sektör Raporu |Ocak 2017 İçindekiler Yönetici Özeti ...................................................................................................................................... 7 Bölüm 1: Küresel Otomotiv Endüstrisi Otomotiv Endüstrisinin Önemi.......................................................................................................... -
Koç Group Sustainability Report 2019 Contents
Koç Group Sustainability Report 2019 Contents 3 About the Report 4 Ömer M. Koç / Chairperson’s Letter 35 Act for the planet. Together 5 Levent Çakıroğlu / CEO’s Letter 38 Climate Change 6 Koç Group At a Glance 39 Improving our Energy Efficiency 7 Our Manifesto 40 Managing Water Risks 9 Pathway to Lead. Together 41 In Practice: Addressing Climate Change Impacts 11 Delivering the UN Sustainable Development Goals 42 Waste Management 43 In Practice: Business Plastics Initiative 12 Grow the business. Together 44 In Practice: Circular Economy and Tackling Plastic Wastes 14 Digital Transformation 45 Biodiversity 16 In Practice: KoçDigital & KoçDigital Academy 17 In Practice: BotGen & Yapı Kredi Bank Whatsapp Service 46 Strengthen communities. Together 18 Privacy and Cybersecurity 47 Strengthen Communities. Together 19 Innovation 48 In Practice: For My Country: I Design the Future 20 Koç Innovation Program 49 In Practice: Investing in 21st Century Skills in Vocational Training 21 In Practice: Office-Free Renting 50 Gender Equality 22 Suppliers and Distributors 51 In Practice: Partnering with HeForShe Impact 10x10x10 Initiative 23 Empower people. Together 52 Corporate Governance and Risk Management 25 Koç Group Employees in 2019 54 Sustainability Governance across Koç Group 26 Future Talent 57 Making It Happen with Stakeholders 27 Talent Management 61 Materiality Analysis 29 In Practice: Personal Development Program 63 Performance Indicators 30 In Practice: Agile Transformation 63 Social Performance Indicators 31 Diversity and Inclusion 64 Environmental Performance Indicators 32 In Practice: AI Female Talent 65 GRI Content Index 33 Performance Management 34 Health and Safety Koç Group Sustainability Report 2019 2 About the Report Our 2019 Sustainability Report is prepared to share our indicators. -
Ford Motor Company One American Road Dearborn, MI 48126 U.S.A
Report Home | Contact | GRI Index | Site Map | Glossary & Key Terms This report is structured according to our Business Principles, which you can access using the colored tabs above. This report is aligned with the Global Reporting Initiative (GRI) G3 Sustainability Reporting Guidelines released in October 2006, at an application level of A+. See the GRI Index ● Print this report "Welcome to our 2006/7 Sustainability Report. These are challenging times, not only for our Company but for our planet and its inhabitants. The markets for our products are changing rapidly, and there is fierce competition everywhere we operate. Collectively, we face daunting global sustainability ● Download resources challenges, including climate change, depletion of natural resources, poverty, population growth, urbanization and congestion." ● Send feedback Alan Mulally, President and CEO Read the full letter from Bill Ford, Executive Chairman Alan Mulally and Bill Ford Fast track to data: ● Products and Customers ● Vehicle Safety ● Environment ● Quality of Relationships ● Community ● Financial Health ● Workplace Safety Overview Our industry, the business environment and societal expectations continue to evolve, and so does our reporting. Learn about our Company and our vision for sustainability. Our Impacts As a major multinational enterprise, our activities have far-reaching impacts on environmental, social and economic systems. Read about our analysis and prioritization of these issues and impacts. Voices Nine people from inside and outside Ford provide their perspectives on key challenges facing our industry and how Ford is responding, including “new mobility,” good practices in the supply chain and the auto industry’s economic impact. This report was published in June 2007. -
Automotive and Spare Parts
© Republic of Turkey - Ministry of Economy, 2012 0 AUTOMOTIVE AND SPARE PARTS TURKEY’S VEHICLE INDUSTRY Production Vehicle industry production in Turkey dates back to the mid-1950s and the industry gained momentum in the early 1960s. After manufacturing some prototype vehicles during the 1950s, the first vehicle assembly company was established in 1954 (Turk Willys Overland Ltd.) for jeep manufacturing. By 1955, trucks, and by 1963, buses were being assembled in Turkey. Then passenger car assembly companies, namely TOFAŞ (FIAT), OYAK (RENAULT) and OTOSAN (FORD) began operations in the next three years. In 1966, the industry also began to assemble its own cars (OTOSAN). The Turkish-made passenger car of those times, “ANADOL”, is nostalgia now. The two major producers of cars, TOFAŞ and OYAK-RENAULT, under Italian and French licenses respectively, established their production lines in 1971. Recently, Japanese and South Korean car manufacturers have established joint-ventures in Turkey. In 1999, Turkish truck manufacturer BMC began to export its own design trucks to the United Kingdom, Spain and Portugal. As to passenger cars and light commercial vehicles, Turkish manufacturers are becoming world production centers of global companies, with whom they have license agreements. At present, Turkey is the biggest light commercial vehicle and bus manufacturer in the European Union. Today, 13 companies are manufacturing various types of vehicles such as passenger cars, buses, trucks, pick-ups, mini and midi-buses and trailers. Five companies are producing passenger cars (FIAT, HONDA, HYUNDAI, RENAULT, TOYOTA), ten companies are producing pick-ups and trucks (ANADOLU ISUZU, BMC, FORD OTOSAN, HYUNDAI, KARSAN, M.A.N., MERCEDES-BENZ, OTOKAR, TEMSA, TOFAŞ) and nine companies are producing buses and mini buses ( BMC, FORD, HYUNDAI, ANADOLU ISUZU, KARSAN, M.A.N, MERCEDES-BENZ, OTOKAR, TEMSA).