Annual Report 2019 Tan Chong International Limited
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Suzuki Announces FY2019 Vehicle Recycling Results in Japan
22 June 2020 Suzuki Announces FY2019 Vehicle Recycling Results in Japan Suzuki Motor Corporation has today announced the results of vehicle recycling for FY2019 (April 2019 to March 2020) in Japan, based on the Japan Automobile Recycling Law*1. In line with the legal mandate, Suzuki is responsible for promoting appropriate treatment and recycling of automobile shredder residue (ASR), airbags, and fluorocarbons through recycling fee deposited from customers. Recycling of these materials are appropriately, smoothly, and efficiently conducted by consigning the treatment to Japan Auto Recycling Partnership as for airbags and fluorocarbons, and to Automobile Shredder Residue Recycling Promotion Team*2 as for ASR. The total cost of recycling these materials was 3,640 million yen. Recycling fees and income generated from the vehicle-recycling fund totalled 4,150 million yen, contributing to a net surplus of 510 million yen. For the promotion of vehicle recycling, Suzuki contributed a total of 370 million yen from the above net surplus, to the Japan Foundation for Advanced Auto Recycling, and 20 million yen for the advanced recycling business of the Company. For the mid-and long-term, Suzuki continues to make effort in stabilising the total recycling costs. Moreover, besides the recycling costs, the Company bears 120 million yen as management-related cost of Japan Automobile Recycling Promotion Center and recycling-related cost of ASR. The results of collection and recycling of the materials are as follows. 1. ASR - 60,388.3 tons of ASR were collected from 450,662 units of end-of-life vehicles - Recycling rate was 96.7%, exceeding the legal target rate of 70% set in FY2015 since FY2008 2. -
A Comprehensive Study of Key Electric Vehicle (EV) Components, Technologies, Challenges, Impacts, and Future Direction of Development
Review A Comprehensive Study of Key Electric Vehicle (EV) Components, Technologies, Challenges, Impacts, and Future Direction of Development Fuad Un-Noor 1, Sanjeevikumar Padmanaban 2,*, Lucian Mihet-Popa 3, Mohammad Nurunnabi Mollah 1 and Eklas Hossain 4,* 1 Department of Electrical and Electronic Engineering, Khulna University of Engineering and Technology, Khulna 9203, Bangladesh; [email protected] (F.U.-N.); [email protected] (M.N.M.) 2 Department of Electrical and Electronics Engineering, University of Johannesburg, Auckland Park 2006, South Africa 3 Faculty of Engineering, Østfold University College, Kobberslagerstredet 5, 1671 Kråkeroy-Fredrikstad, Norway; [email protected] 4 Department of Electrical Engineering & Renewable Energy, Oregon Tech, Klamath Falls, OR 97601, USA * Correspondence: [email protected] (S.P.); [email protected] (E.H.); Tel.: +27-79-219-9845 (S.P.); +1-541-885-1516 (E.H.) Academic Editor: Sergio Saponara Received: 8 May 2017; Accepted: 21 July 2017; Published: 17 August 2017 Abstract: Electric vehicles (EV), including Battery Electric Vehicle (BEV), Hybrid Electric Vehicle (HEV), Plug-in Hybrid Electric Vehicle (PHEV), Fuel Cell Electric Vehicle (FCEV), are becoming more commonplace in the transportation sector in recent times. As the present trend suggests, this mode of transport is likely to replace internal combustion engine (ICE) vehicles in the near future. Each of the main EV components has a number of technologies that are currently in use or can become prominent in the future. EVs can cause significant impacts on the environment, power system, and other related sectors. The present power system could face huge instabilities with enough EV penetration, but with proper management and coordination, EVs can be turned into a major contributor to the successful implementation of the smart grid concept. -
Note: This English Translation Is for Reference Purposes Only. in The
Note: This English translation is for reference purposes only. In the event of any discrepancy between the Japanese original and this English translation, the Japanese original shall prevail. We assume no responsibility for this translation or for direct, indirect or any other forms of damage arising from the translation. (Securities code: 7211) June 3, 2019 To our shareholders 3-1-21, Shibaura, Minato-ku, Tokyo MITSUBISHI MOTORS CORPORATION Chairman of the Board, CEO Osamu Masuko NOTICE OF THE 50TH ORDINARY GENERAL MEETING OF SHAREHOLDERS You are cordially invited to attend the 50th Ordinary General Meeting of Shareholders of Mitsubishi Motors Corporation (“MMC”) to be held as described as below. If you are unable to attend, as described in the “Notice on Exercising Voting Rights” (P. 3 and P. 4), you may exercise your voting right(s) in writing or via the Internet. To do so, please review the “Reference Materials” for the Ordinary General Meeting of Shareholders contained in this notice, and exercise your voting right(s) either by posting your voting form so that it arrives before 5:45 p.m. on Thursday, June 20, 2019 or inputting your vote on the website for exercising voting right(s) before the aforementioned date and time. 1. Date and time Friday, June 21, 2019 at 10:00 a.m. (Japan time) 2. Place 3-3-1 Shibakoen, Minato-ku, Tokyo Ho-O-No-Ma, 2F, Tokyo Prince Hotel (Please note that the place for this Ordinary General Meeting of Shareholders differs from the one for the previous meeting.) 3. Purposes Matters to report 1. -
Integrated Report 2020
INTEGRATED REPORT 2020 For the year ended March 31, 2020 Contents Message from the CEO . 2 Contribution to Local Economy Message from the CFO . 4 through Business Activities . 31 New Mid-Term Business Plan. 6 Business and Financial Condition . 32 Introducing Our New Models . 10 Overview of Operations by Region . 32 Mitsubishi Motors’ History . 12 Consolidated Financial Summary . 36 Major Successive Models . 14 Operational Review . 37 Sales and Production Data . 16 Business-related risks . 38 Sustainability Management . 18 Consolidated Financial Statements . 42 Corporate Governance . 20 Consolidated Subsidiaries and Affiliates . 48 Management . 24 Principal Production Facilities . 50 The New Environmental Plan Package . 27 Investor Information . 51 Safety and Quality . 30 System for Disclosing Information Extremely high Extremely This z Integrated Report Report • Financial and non-financial information with a direct connection to the Company’s management strategy ・Focus on information that is integral and concise Stakeholders’ Concern Stakeholders’ z Sustainability Report • Sustainability (ESG) information • Focus on information that is comprehensive and continuous y Sustainability Report High https://www.mitsubishi-motors.com/en/sustainability/report/ High Impact on Management Extremely high y Global Website: “Investors” https://www.mitsubishi-motors.com/en/investors/ Forward-looking Statements Mitsubishi Motors Corporation’s current plans, strategies, beliefs, performance outlook and other statements in this annual report that are not historical facts are forward-looking statements. These forward-looking statements are based on management’s beliefs and assumptions drawn from current expectations, estimates, forecasts and projections. These expectations, estimates, forecasts and projections are subject to a number of risks, uncertainties and assumptions that may cause actual results to differ materially from those indicated in any forward-looking statement. -
Tan Chong Motor Holdings Berhad
THIS CIRCULAR IS IMPORTANT AND REQUIRES YOUR IMMEDIATE ATTENTION. If you are in any doubt as to the course of action you should take, you should consult your stockbroker, bank manager, solicitor, accountant or other professional adviser immediately. If you have sold or transferred all your ordinary shares in Tan Chong Motor Holdings Berhad (“TCMH” or “Company”), you should at once hand this Circular, together with the attached Form of Proxy, to the agent through whom the sale or transfer was effected for transmission to the purchaser or transferee. The Notice of the Extraordinary General Meeting of TCMH and the Form of Proxy are enclosed. Malaysia Securities Exchange Berhad takes no responsibility for the contents of this Circular, makes no representation as to its accuracy or completeness and expressly disclaims any liability whatsoever for any loss howsoever arising from or in reliance upon the whole or any part of the contents of this Circular. TAN CHONG MOTOR HOLDINGS BERHAD (Company No. 12969-P) (Incorporated in Malaysia) CIRCULAR TO SHAREHOLDERS IN RELATION TO · PROPOSED RENEWAL OF AUTHORITY FOR THE COMPANY TO PURCHASE ITS OWN ORDINARY SHARES; · PROPOSED RENEWAL OF SHAREHOLDERS’ MANDATE FOR RECURRENT RELATED PARTY TRANSACTIONS OF A REVENUE OR TRADING NATURE AND PROPOSED SHAREHOLDERS’ MANDATE FOR RECURRENT RELATED PARTY TRANSACTIONS OF A REVENUE OR TRADING NATURE WITH RENAULT S.A.S. GROUP; AND · PROPOSED ACQUISITION BY TAN CHONG & SONS MOTOR COMPANY SDN BHD, A WHOLLY- OWNED SUBSIDIARY OF TAN CHONG MOTOR HOLDINGS BERHAD, OF ALL THAT PARCEL OF LEASEHOLD LAND EXPIRING ON 31 DECEMBER 2796 SITUATED AT 2½ MILE, JALAN PENDING CONSISTING OF 6,410 SQUARE METRES, MORE OR LESS, AND DESCRIBED AS LOT 9378, SECTION 64, KUCHING TOWN LAND DISTRICT FROM TUNG PAO SDN BHD, A WHOLLY-OWNED SUBSIDIARY OF WARISAN TC HOLDINGS BERHAD FOR A CASH CONSIDERATION OF RM2,690,000. -
Driving Growth Towards the Future
Head Office Jidosha Kaikan, Shiba Daimon 1-chome, Minato-ku Tokyo 105-0012 Japan Tel: +81-3-5405-6126 Fax: +81-3-5405-6136 DRIVING GROWTH http://www.jama.or.jp/ Singapore Branch North American Office 143 Cecil Street, 1050 17th Street, N.W., Suite 410 #09-03/04 GB Bldg. Washington, DC 20036-5518, USA TOWARDS THE FUTURE Singapore 069542 Tel: +1-202-296-8537 Tel: +65-6221-5057 Fax: +1-202-872-1212 Fax: +65-6221-5072 http://www.jama.org/ 2015 Beijing Representative European Office Office Avenue Louise 287 Unit 1001B, Level 10, 1050 Bruxelles, BELGIUM China World Office 2 Tel: +32-2-639-1430 No. 1 Fax: +32-2-647-5754 Jian Guo Men Wai Avenue Beijing, China 100004 Tel: +86-10-6505-0030 Fax: +86-10-6505-5856 KAWASAKI HEAVY INDUSTRIES, LTD. SUZUKI MOTOR CORPORATION DAIHATSU MOTOR CO., LTD. Kobe Head Office: Head Office: Head Office: Kobe Crystal Tower, 1-3, Higashi 300, Takatsuka-cho, Minami-ku, 1-1, Daihatsu-cho, Ikeda, Osaka 563-8651 Kawasaki-cho 1-chome Chuo-ku, Hamamatsu, Shizuoka 432-8611 Tel: +81(72)751-8811 Kobe, Hyogo 650-8680 Tel: +81(53)440-2061 Tokyo Office: Tel: +81(78)371-9530 Tokyo Branch: Shinwa Bldg, 2-10, Nihonbashi Hon-cho, Tokyo Head Office: Suzuki Bldg, Higashi-shimbashi 2F, 2-Chome, Chuo-ku, 2-2-8 Higashi-shinbashi, Tokyo 103-0023 1-14-5, Kaigan, Minato-ku, Tokyo 105-8315, Japan Minato-ku, Tokyo 105-0021 Tel: +81(3)4231-8856 Tel: +81(3)5425-2158 http://www.daihatsu.com/ Tel: +81(3)3435-2111 http://www.khi.co.jp/ http://www.globalsuzuki.com/ FUJI HEAVY INDUSTRIES LTD. -
Driving Growth Towards the Future 2014-2015 02
DRIVING GROWTH TOWARDS THE FUTURE 2014-2015 02 ASEAN-JAPAN Hand in Hand Towards The ASEAN Economic Community (AEC) ASEAN has been achieving high economic growth rates in recent Towards the goal of establishing the AEC, ASEAN has achieved years, with automobile production and sales volumes reaching a more than 80% of its AEC 2015 Blueprint measures, such as (1) record high in 2013. Japanese automotive manufacturers attained a a single market and production base, (2) strongly competitive total production of 3.87 million units (a 3% increase from last year), regional development, (3) equitable economic development, and sales of 3.09 million units (a 6% year-on-year increase) and exports (4) integration into the global economy. However, the elimination of 1.27 million units, representing a 23% increase over last year’s of Non-Tariff Barriers (NTBs) trade facilitation, simplification of rules figures. In view of this favorable trend, JAMA member companies of origin, evaluation of standards vis-à-vis technical regulations, have been making active investments in ASEAN, bringing the and conformity assessment procedures remained important issues. combined number of factories and facilities to 83. The number Negotiations on these issues are underway among members. For of direct employees also increased 10% over last year, reaching the automotive industry in particular, it is hoped that the self- approximately 158,000. certification of origins currently being considered will be endorsed, promoting trade facilitation. In order to attain sustainable growth in the automotive industry, as well as other industries in the region, an ASEAN-centered economic On the technical front, JAMA hopes that the ASEAN Mutual integration agreement, the Regional Comprehensive Economic Recognition Arrangement (MRA) for automotive technical Partnership (RCEP), was proposed, with official negotiations begun regulations will be practiced within an international framework in 2012. -
Social [P114-199]
Carbon Neutrality/ Chair of the Board of Nissan's Contribution Contents CEO Message CSO Message Sustainability at Nissan The Alliance Response to COVID-19 Directors Message to the SDGs Quick Guide For Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index Investors Social Social Policies and Philosophy …………… 115 Supply Chain Management ………………… 157 Human Rights …………………………………… 117 Human Resource Development …………… 165 Diversity and Inclusion ………………………… 122 Labor Practices ………………………………… 170 Traffic Safety …………………………………… 136 Employees' Health and Safety ……………… 178 Product Safety and Quality ………………… 147 Community Engagement …………………… 186 NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 114 Carbon Neutrality/ Chair of the Board of Nissan's Contribution Contents CEO Message CSO Message Sustainability at Nissan The Alliance Response to COVID-19 Directors Message to the SDGs Quick Guide For Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index Investors SOCIAL POLICIES AND PHILOSOPHY GRI102-15 GRI103-1 GRI103-2 Nissan’s business activities are supported by various stakeholders. As well product reaches our customers. as respecting the rights of all stakeholders, as a global company we conduct With respect to Employees, we are expanding opportunities for our our business activities with a constant awareness of society’s needs and employees to learn so that they can each achieve their maximum potential. social responsibility in order to contribute to the sustainable development of We aim to make continuous learning a part of our corporate culture to society. encourage talent development and achieve sound labor practices and thus Through an assessment of various business risks and opportunities, we have create a dynamic work environment where the health and safety of our staff set six key areas in the Social dimension as part of Nissan Sustainability is a top priority. -
Y11 Engine Manual
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Tan Chong Motor MARKET PERFORM ↔ Price: RM1.19 FY20 Below Expectations Target Price: RM1.25 ↓ by Wan Mustaqim Bin Wan Ab Aziz L [email protected]
Results Note 01 April 2021 Tan Chong Motor MARKET PERFORM ↔ Price: RM1.19 FY20 Below Expectations Target Price: RM1.25 ↓ By Wan Mustaqim Bin Wan Ab Aziz l [email protected] Its FY20 results plunged further into the red with core losses Share Price Performance of RM137.2m compared to core PATAMI of RM46.2m in FY19, 1.40 below our/consensus core losses expectation of RM85m/RM84.6m, respectively, due to higher-than-expected 1.30 recognition of bills of demand from Royal Malaysian Customs Department. We revise FY21 estimates to core loss of 1.20 RM29.7m from core profit of RM39.1m assuming there are still 1.10 some left-over bills of demand to be recognized from recent out-of-court settlement of RM109m. Lower TP to RM1.25 (from 1.00 RM1.30) but maintain MP as we still see recovery next year driven by its bread-and-butter all-new Almera. 0.90 Dividend cut to conserve cash. There was no dividend announced for the quarter (4QFY19: 2.0 sen), below expectation, leaving FY20 DPS at 1.5 KLCI 1,573.51 sen (FY19: 4.0 sen). Management noted that it is focusing on optimising YTD KLCI chg -3.3% operations and conserving cash with cost containment initiatives in order to YTD stock price chg -5.6% maintain a sustainable financial position and business growth. YoY, FY20 plunged further into the red with core losses of RM137.2m Stock Information compared to core PATAMI of RM46.2m in FY19, suffering from a highly Shariah Compliant No competitive environment in the domestic and overseas markets as well as Bloomberg Ticker TCM MK EQUITY weaker consumer sentiment caused by the Covid-19 pandemic, which Market Cap (RM m) 776.1 weakened its sales (-29%), and worsened by the unfavourable forex rate Shares Outstanding 652.2 and higher operating expenses to sustain idle operations. -
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. -
Financial Information 1.1MB
Financial Information as of March 31, 2019 (The English translation of the “Yukashoken-Houkokusho” for the year ended March 31, 2019) Nissan Motor Co., Ltd. Table of Contents Page Cover .......................................................................................................................................................................... 1 Part I Information on the Company .......................................................................................................... 2 1. Overview of the Company ......................................................................................................................... 2 1. Key financial data and trends ........................................................................................................................ 2 2. History .......................................................................................................................................................... 4 3. Description of business ................................................................................................................................. 6 4. Information on subsidiaries and affiliates ..................................................................................................... 7 5. Employees................................................................................................................................................... 13 2. Business Overview .....................................................................................................................................