Volvo Car AB SEK 2,500,000,000 Senior Floating Rate Notes Due 2022
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Exploring Local Governance in Urban Planning and Development
Exploring Local Governance in Urban Planning and Development The case of Lindholmen, Göteborg Doctoral dissertation Åsa von Sydow Stockholm 2004 TRITA-INFRA 04-026 ISRN KTH/INFRA/--04/026--SE ISSN 1651-0216 ISBN 91-7323-090-1 Royal Institute of Technology Department of Infrastructure Division of Urban Studies Unit of Urban Planning SE-100 44 Stockholm Telephone: +46 8 790 60 00 http://www.infra.kth.se/SP/ © Åsa von Sydow, 2004 Printed by Universitetsservice AB, Stockholm. ii Exploring Local Governance in Urban Planning and Development The case of Lindholmen, Göteborg Åsa von Sydow Royal Institute of Technology Department of Infrastructure Division of Urban Studies Abstract In the late 1970s the city of Göteborg was faced with massive job loss as well as an empty urban waterfront (Norra Älvstranden) due to the closing down of the shipyards. Since then Göteborg has been struggling to transform itself into a successful post-industrial city. The political leadership has worked diligently at promoting Göteborg as a knowledge and event city with the goal of creating growth in the region. After the shipyard crisis an area on the waterfront called Lindholmen was planned for housing, green areas and the preservation of an historically valuable building. In 1997, however, this all changed when the pri- vate company Ericsson started to look for a new office location and showed interest in the area. The company demanded the establishment of an IT-cluster consisting of 10 000 workplaces on the pier. This started a process which re- sulted in Lindholmen Science Park, a growth environment for knowledge in- tensive, high-tech companies. -
Volvo Group: Building the Case for Electric Buses
VolvoClient case — Group: Building the case for electric buses About the Transforming to a low-carbon economy brings disruptive changes to Volvo Group many industry sectors. Industry leaders must not only deal with The Volvo Group disruption effectively, but also identify the upside of risks and act on is one of the those opportunities. world’s leading manufacturers In the transport sector, Volvo Group of Sweden, supported by of trucks buses, KPMG in Sweden, has carried out pioneering work on the case for construction low-carbon electric buses by building environmental and social impacts equipment into the total cost of ownership. We asked Niklas Gustafsson, Volvo and marine Group’s Chief Sustainability Officer, how this analysis has helped to and industrial reinforce Volvo Group’s position as a leader in sustainable engines. transport solutions. The Group also provides complete There is a shift to cleaner, quieter reach an estimated annual sales volume solutions for and more efficient cities approaching 35,000 units by 2020.1 Volvo Group is already embarking on a mission to financing and Momentum is building worldwide behind a address this demand. service. The technological shift towards low-carbon city transport including fully electric bus systems. group, with its True cost of ownership goes headquarters The C40 Cities Climate Leadership Group is committed to accelerate the implementation of beyond direct financial costs in Gothenburg, ultra-low emission bus technologies and 23 of Municipalities and transport authorities must Sweden, its members have signed the Clean Bus base their investment decisions on the best employs about Declaration calling on the finance and transport available data which traditionally focuses solely 100,000 people, sectors to support them through technology on direct financial costs. -
Green Financing Framework
VOLVO CARS GREEN FINANCING FRAMEWORK SEPTEMBER 2020 1 INTRODUCTION Volvo Cars Volvo Car AB and its consolidated subsidiaries (“Volvo Cars”) is a truly global organisation with Scandinavian roots. Founded in 1927, it is today, one of the most well-known and respected premium car brands in the world with sales of over 700,000 cars in 2019 in about 100 countries. Volvo Cars has been under the direct ownership of Geely Sweden Holdings AB and ultimately by Zheijang Geely Holding Group Co ltd since 2010. In 2019, Volvo Cars employed on average approximately 41,500 full-time employees. Volvo Cars’ Head Office, product development, marketing and administration functions are mainly located in Gothenburg, Sweden. The company’s main car production plants are located in Gothenburg (Sweden), Ghent (Belgium), South Carolina (US), Chengdu and Daqing (China), while engines are manufactured in Skövde (Sweden) and Zhangjiakou (China) and body components in Olofström (Sweden). Our group comprises of Volvo Cars including the car sub- scription and mobility businesses Care by Volvo and M. Our non-consolidated, independent joint venture companies Polestar and Lynk & Co are important strategic affiliates, ena- bling us to deliver on our strategy. Through collaboration between the different brands, greater competitiveness and/or synergies are created within the areas of electrification, mass market sales and ADAS/AD software technology. 2 SUSTAINABILITY Central to our business and key to our future success As a human-centric mobility provider company, we are a brand We commit to the highest standard of sustainability in mobil- for people who care about other people and the world in which ity. -
Freedom to Move in a Personal, Sustainable and Safe Way
VOLVO CAR GROUP ANNUAL REPORT 2020 Freedom to move in a personal, sustainable and safe way TABLE OF CONTENTS OVERVIEW 4 2020 Highlights 6 CEO Comment 8 Our Strenghts 10 The Volvo Car Group 12 Our Strategic Affiliates THE WORLD AROUND US 16 Consumer Trends 18 Technology Shift OUR STRATEGIC FRAMEWORK 22 Our Purpose 24 Strategic Framework HOW WE CREATE VALUE 28 Our Stakeholders 30 Our People and Culture 32 Product Creation 38 Industrial Operations 42 Commercial Operations MANAGEMENT REPORT 47 Board of Directors Report 52 Enterprise Risk Management 55 Corporate Governance Report FINANCIAL STATEMENTS 60 Contents Financial Report 61 Consolidated Financial Statements 67 Notes to the Consolidated Financial Statements 110 Parent Company Financial Statements 112 Notes to the Parent Company Financial Statements 118 Auditor’s Report 120 Board of Directors 122 Executive Management Team Freedom to move SUSTAINABILITY INFORMATION 124 Sustainability Management and Governance 129 Performance 2020 PERSONAL SUSTAINABLE SAFE 139 Sustainability Scorecard 144 GRI Index Cars used to be the symbol for personal freedom. Owning a car meant that you had the We commit to developing We commit to the highest We commit to pioneering 146 TCFD Index means to be independently mobile – that you owned not just a vehicle, but choice as and building the most per- standard of sustainability the safest, most intelligent 147 Auditor's Limited Assurance Report on sonal solutions in mobility: in mobility to protect technology solutions in Sustainability well. Nothing of that has changed, but the world we live in has. The earth, our cities and to make life less compli- the world we share. -
Koenigsegg to Embark on Evolutionary Journey for Future Growth
Koenigsegg to embark on evolutionary journey for future growth Press release 29 January 2019, Ängelholm, Sweden Koenigsegg AB is forming a strategic partnership with NEVS AB, enabling the development of parallel vehicle models in slightly higher volumes with emphasis on electrification, as well as strengthening growth opportunities in the hyper car segment. NEVS is making a capital injection of EUR 150 million, thereby taking a 20 percent minority stake in Koenigsegg’s parent company. Additionally, the parties are forming a joint venture to expand into new market segments where NEVS AB is contributing USD 150 million in starting capital for a 65 percent stake and Koenigsegg obtains 35 percent by contributing primarily with intellectual property, technology licenses, and product design. The partnership will deepen an already existing collaboration between Koenigsegg and NEVS, creating synergies between their geographical footprints, experiences and competencies. Koenigsegg already has a distinguished unique market position for hyper cars, and through the additional joint venture NEVS and Koenigsegg are partnering up to develop a product for new and untapped segments, leveraging both of the companies’ strengths. Through NEVS production facilities in Trollhättan, Koenigsegg will access additional capabilities as well as benefiting from the extensive automotive knowledge in the region, whilst maintaining their centre of excellence in Ängelholm. Alongside NEVS capacity for production in Trollhättan and China, NEVS through its majority owner Evergrande, has a wide distribution platform and channels through ownership in one of China’s largest car retailers. “Koenigsegg is breaking new ground, capitalising on our unique technology, performance track record and market position to explore and develop new products. -
Technical, Organisational and Social Aspects of Language Integration for Complex Systems
Putting the Pieces Together { Technical, Organisational and Social Aspects of Language Integration for Complex Systems H˚akan Burden Computer Science and Engineering Chalmers University of Technology and University of Gothenburg Gothenburg, Sweden [email protected] Abstract. Dealing with heterogenuous systems is often described as a technical challenge in scientific publications. We analysed data from 25 interviews from a study of Model-Driven Engineering at three companies and found that while the technical aspects are important, they do not encompass the full challenge { organizational and social factors also play an important role in managing heterogenuous systems. This is true not only for the development phase but also for enabling early validation of interdependent systems, where processes and attitudes have an impact on the outcome of the integration. Keywords: Empirical and Exploratory Case Study, Model-Driven Engineering 1 Introduction Complex systems, consisting of numerous and interdependent subsystems [15], require a plethora of languages for efficient implementation [7]. From the as- pect of Model-Driven Engineering (MDE), the challenges are often described in technical terms [4] since heterogenuous languages imply different abstraction levels, representations and aspects of software [8], but also since the languages have their own domain-specific and platform-dependent constraints [11]. The one-sided focus on technical aspects is surprising since Kent already in 2002 pointed out that if MDE is to be successful it needs to encompass also the or- ganisational and social aspects of software engineering [10], a claim that has since been reiterated [1, 9]. To explore to what extent language integration for comlex systems is a chal- lenge in terms of technical, organisational and social aspects we analysed data collected at three different companies, looking for evidence regarding the mo- tivations and challenges of heterogenuous development of embedded systems. -
2019 Annual and Sustainability Report
2019 Annual and Sustainability Report Contents Swedbank in brief 2 Income, balance sheet and notes, Group The year in brief 4 Income statement 54 CEO statement 6 Statement of comprehensive income 55 Goals and results 8 Balance sheet 56 Value creation 10 Statement of changes in equity 57 Business model 12 Statement of cash flow 58 Sustainability 14 Notes 59 The share and owners 24 Income, balance sheet and notes, Parent company Board of Directors’ report Income statement 154 Financial analysis 26 Statement of comprehensive income 154 Swedish Banking 30 Balance sheet 155 Baltic Banking 31 Statement of changes in equity 156 Large Corporates & Institutions 32 Statement of cash flow 157 Group Functions & Other 33 Notes 158 Corporate governance report 34 Alternative performance measures 192 Board of Directors 46 Group Executive Committee 50 Sustainability Disposition of earnings 52 Sustainability report 194 Materiality analysis 195 Sustainability management 197 Notes 199 GRI Standards Index 212 Signatures of the Board of Directors and the CEO 217 Auditors’ report 218 Sustainability report – assurance report 222 Annual General Meeting 223 Market shares 224 Five-year summary – Group 225 Three-year summary – Business segments 228 Definitions 231 Contacts 233 Financial information 2020 Annual General Meeting 2020 Q1 Interim report 23 April The Annual General Meeting will be held on Thursday, 26 March at 11 am (CET) at Cirkus, Djurgårdsslätten Q2 Interim report 17 July 43–45, Stockholm, Sweden. The proposed record day for the dividend is 30 March 2020. The last day for Q3 Interim report 20 October trading in Swedbank’s shares including the right to the dividend is 26 March 2020. -
Financial Reporting and the Swedish Annual Accounts Act
Freedom to move in a personal, sustainable and safe way. VOLVO CAR GROUP INTERIM REPORT FIRST SIX MONTHS 2021 VOLVO CAR GROUP First Six Months 2021 • Retail sales increased 41.0% to 380,757 (269,962) • In May the Board announced its intention to evaluate units resulting in a total of 773,000 sold cars for the the possibility of an Initial Public Offering (IPO) later last 12 months. this year. A final decision to list will be subject to • Recharge line-up grew significantly and accounted for market conditions and there can be no certainty that 25% (14%) of total sales. a listing will proceed. • Revenue increased 26.3% to MSEK 141,131 (111,759) • Volvo Cars announced that it will become fully electric driven by strong demand and positive mix effects. by 2030. • Operating income increased to MSEK 13,238 (–989), • Volvo Cars initiated the process of carving out all com- corresponding to an EBIT margin of 9.4% (–0.9%). bustion engine operations. A major step was taken in June when Volvo Cars distributed its shares in Power- • Net income was MSEK 9,627 (–1,171). Basic earnings train Engineering Sweden AB and in Volvo Car Services per share was SEK 163.63 (–35.99). 5 AB, to the majority owner. • Cash flow from operating and investing activities was • Fully electric Volvo C40 was launched, to be offered MSEK –6,899 (–12,803). online only. • Volvo Cars’ investment in Polestar increased its value as • In June, Volvo Car Group and Northvolt announced the a private placement triggered a valuation effect of MSEK intention to join forces in battery development and 2,039 for Volvo Cars. -
The Case of Saab Automobile AB from Core Capabilities Into Core Rigidities - a Trajectory Towards Demise
Master Degree Project in Knowledge-based Entrepreneurship The case of Saab Automobile AB From core capabilities into core rigidities - A trajectory towards demise Giacomo Buzzoni and Magnus Eklund Supervisor: Evangelos Bourelos Master Degree Project No. 2016:148 Graduate School The Case of Saab Automobile AB From Core Capabilities into Core Rigidities - A Trajectory Towards Demise © Giacomo Buzzoni & Magnus Eklund School of Business, Economics and Law, University of Gothenburg, Vasagatan 1, P.O. Box 600 SE 40530 Gothenburg, Sweden All rights reserved No part of this master thesis may be reproduced without prior written permission from the authors Acknowledgements First of all, we would like to thank our supervisor Evangelos Bourelos for his patience and effort in providing us with meaningful advice throughout these months of intense research. We would also like to express our appreciation and gratitude towards all our respondents who have allocated their valuable time to help us interpret this interesting case. Your passion, knowledge and commitment guided us through this journey, and we have enjoyed every single day of it. Finally, we would like to thank our peer students and all the people close to us for your support during our years of university studies. Without you, this would not have been possible. ABSTRACT This master thesis is addressing the case of Saab Automobile AB, creating a full historical reconstruction using primarily extensive quotes derived from semi-structured interviews with former Saab employees and other relevant actors. The aim is to depict and discuss the roots behind the company’s historically unique capabilities and its trajectory towards failure, together with the influence of General Motors’ ownership in this detrimental process. -
Creating the Technology to Connect the World
Nokia Annual Report on Form 20-F 2019 on Form Nokia Annual Report Creating the technology to connect the world Nokia Annual Report on Form 20-F 2019 As filed with the Securities and Exchange Commission on March 5, 2020 UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 20-F ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2019 Commission file number 1-13202 Nokia Corporation (Exact name of Registrant as specified in its charter)) Republic of Finland (Jurisdiction of incorporation) Karaportti 3 FI-02610 Espoo, Finland (Address of principal executive offices) Esa Niinimäki, Deputy Chief Legal Officer, Corporate, Telephone: +358 (0) 10 44 88 000, Facsimile: +358 (0) 10 44 81 002, Karakaari 7, FI 02610 Espoo, Finland (Name, Telephone, E-mail and/or Facsimile number and Address of Company Contact Person) Securities registered pursuant to Section 12(b) of the Securities Exchange Act of 1934 (the “Exchange Act”): Title of each class Trading Symbol(s) Name of each exchange on which registered American Depositary Shares NOK New York Stock Exchange Shares New York Stock Exchange(1) (1) Not for trading, but only in connection with the registration of American Depositary Shares representing these shares, pursuant to the requirements of the Securities and Exchange Commission. Securities registered pursuant to Section 12(g) of the Exchange Act: None Securities for which there is a reporting obligation pursuant to Section 15(d) of the Exchange Act: None Indicate the number of outstanding shares of each of the registrant’s classes of capital or common stock as of the close of the period covered by the annual report. -
Annual Report 2008
Annual Report 2008 adMatematik FCC Fraunhofer-Chalmers Research Centre for Industrial Mathematics © Fraunhofer-Chalmers Research Centre for Industrial Mathematics All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrieval system, without permission in writing from FCC. This and other FCC reports are distributed by FCC Chalmers Science Park SE-412 88 Göteborg Sweden Telephone: +46 (0)31 7724000 Telefax: +46 (0)31 7724260 [email protected] www.fcc.chalmers.se Cover Simulation of mass transport through a gel structure using the FCC solver IBOFlow. The fi gure shows the velocity fi eld in a cutting plane, cf pages 16 and 43. Illustrations To illustrate our research on pages 12 - 43 we use pictures from Göteborg and Mölndal, see also the inner back cover. Annual Report 2008 Fraunhofer-Chalmers Research Centre for Industrial Mathematics, FCC Editors: Annika Eriksson, Uno Nävert Layout: Annika Eriksson Print: www.stromia.se Published in May 2009 Contents Preface 2 Profi le 4-5 Acknowledgements 6 Clients and Partners 7 Fraunhofer-Gesellschaft 8-9 Chalmers 10-11 Computational Engineering and Design 12 Electromagnetics 14-15 Fluid Dynamics 16-17 Optimization 18-19 Reliability and Risk Management 20 Fatigue Life 22-25 Geometry and Motion Planning 26 Geometry Assurance 28-29 Path Planning 30-33 Systems Biology and Bioimaging 34 Systems Biology 36-41 Bioimaging 42-43 Annual account (in Swedish) 44 Appendix 46 FCC Annual Report 2008 1 Preface For three years 2006-2008 the Centre has shown an annual income level slightly below thirty million Swedish crowns or three million euros, each year making a positive net. -
UNITED STATES SECURITIES and EXCHANGE COMMISSION Washington, DC 20549-1004
UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, DC 20549-1004 FORM 8-K CURRENT REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 Date of Report (Date of earliest event reported) August 14, 2009 GENERAL MOTORS COMPANY (Exact Name of Company as Specified in its Charter) 333-160471 DELAWARE 27-03832222 (Commission File Number) (State or other jurisdiction (I.R.S. Employer of incorporation) Identification No.) 300 Renaissance Center, Detroit, Michigan 48265-3000 (Address of Principal Executive Offices) (Zip Code) (313) 556-5000 (Company’s telephone number, including area code) Not Applicable (Former name or former address, if changed since last report) Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the company under any of the following provisions: ☐ Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425) ☐ Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17-CFR 240.14a-12) ☐ Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b)) ☐ Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c)) Item 8.01. Other Events On August 18, 2009 General Motors Company (“GM”) confirmed it signed a stock purchase agreement with Koenigsegg Group AB regarding the sale of 100% of the shares of Saab Automobile AB (“Saab”). The deal is expected to conclude in the next few months. Saab plans to exit legal reorganization shortly. The stock purchase agreement is subject to agreed upon closing conditions, including expected funding commitments from the European Investment Bank and/or other financial institutions, to be guaranteed by the Swedish government, as well as transitional assistance from GM.