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Brazil. Opportunity Study, Market Analysis and Conceptual Plan For
OCCASION This publication has been made available to the public on the occasion of the 50th anniversary of the United Nations Industrial Development Organisation. DISCLAIMER This document has been produced without formal United Nations editing. The designations employed and the presentation of the material in this document do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations Industrial Development Organization (UNIDO) concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries, or its economic system or degree of development. Designations such as “developed”, “industrialized” and “developing” are intended for statistical convenience and do not necessarily express a judgment about the stage reached by a particular country or area in the development process. Mention of firm names or commercial products does not constitute an endorsement by UNIDO. FAIR USE POLICY Any part of this publication may be quoted and referenced for educational and research purposes without additional permission from UNIDO. However, those who make use of quoting and referencing this publication are requested to follow the Fair Use Policy of giving due credit to UNIDO. CONTACT Please contact [email protected] for further information concerning UNIDO publications. For more information about UNIDO, please visit us at www.unido.org UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION Vienna International Centre, P.O. Box -
Car Firms' Strategies and Practices in Europe
1 ♦ Car firms’ strategies and practices in Europe Michel FREYSSENET (CNRS, Paris) Yannick LUNG (Bordeaux 4 University) GERPISA international network The automobile sector is often presented as the archetypal global industry. In this view, car business is one of the main driving forces behind the homogenisation of the world, both because of the firms’ internationalisation strategies (mergers-acquisitions, establishment of facilities in emerging countries, world cars, international division of labour, etc.) and as a result of the social practices enacted by them via their organisation of work and their influence upon lifestyle (automobile civilisation). Regarding the case of Europe, the present article is an attempt to deconstruct a representation that neglects the heterogeneity of firms and spaces, the great diversity of strategies pursued, and the inherent contradictions of the competitive process. For doing that, we will use the analytical approach of firms’ trajectories elaborated by us during the first and second international programs of GERPISA (Boyer, Freyssenet, 2000). Growth modes, profit strategies and productive models Analysing car makers’ trajectories and performances over the course of the 20th century allowed us to renew our understanding of the two essential conditions that are prerequisites for profitability. The first is the relevancy of the “profit strategy” to the “growth mode” that typifies the countries in which the firm is deploying its activities. The second is the “company government compromise” between a firm’s principal protagonists, a meeting of the minds that enables actors to implement means coherent with the profit strategy pursued—in other words, to invent or adopt a “productive model.” Profit strategies are combinations of profit sources in compatible proportions. -
V60/S60 Polestar S60/V60 POLESTAR WE ARE POLESTAR Read More at Nextpolestar.Com Or Volvocars.Com/Us 03
v60/s60 polestar S60/V60 POLESTAR WE ARE POLESTAR Read more at nextpolestar.com or volvocars.com/us 03 WE ARE POLESTAR WE ARE POLESTAR WHEN DRIVING MATTERS ALL ROADS & CONDITIONS MEET THE POLESTAR VOLVO PAGE 03 PAGE 04 PAGE 06 PAGE 08 LEARNINGS FROM THE INTELLISAFE SENSUS SUSTAINABLE DRIVING TRACK PAGE 12 PAGE 13 PAGE 14 PAGE 11 “...the goal is always the same: To deliver best possible results. No matter what.” Polestar is defined by an ambition to be among EXTERIOR COLORS WHEELS & TIRES INTERIOR the top contenders in world motorsport and to PAGE 17 PAGE18 PAGE 19 PAGE 21 bring forward the strength and agility inherent in Volvo cars. Whether it’s winning championships, or developing performance cars, the goal is always the same: To deliver best possible results. 37,6 39,3 No matter what. 68,9 38,5 FIND OUT MORE AT 58,4 58,4 NEXTPOLESTAR.COM OR VOLVOCARS.COM/US FACTS & FIGURES41,9 33,5 62,5 37,1 PAGE 23 109,3 36,1 73,4 182,5 82,6 37,4 39,3 68,9 38,0 58,4 58,4 41,9 33,5 62,5 37,1 109,3 36,1 73,4 182,5 82,6 S60/V60 POLESTAR WHEN DRIVING MATTERS Read more at nextpolestar.com or volvocars.com/us 04 WHEN DRIVING MATTERS “All Polestar products are developed for people like ourselves – for those who appreciate driving with full control.” Polestar is about motorsport, and motorsport Regardless of surface or purpose, optimal is about driving. That’s why we focus on one driveability is what makes a driver feel safe thing only: optimizing driveability. -
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. -
Magneti Marelli: First Open-Source Platform for the “Connected Car”
PRESS RELEASE Magneti Marelli: first open-source platform for the “connected car” The first infotainment system that complies with “automotive” requirements has been presented in California. It is developed according to the GENIVI compliance specifications shared by major players in the automotive field In the area of telematics and infotainment technologies for automobiles, Magneti Marelli presented the first open-source platform for in-vehicle infotainment devices. The platform complies with automotive requirements in terms of performances and durability, and, at the same time, is equipped with software developed and certified according to GENIVI Alliance compliance specification. The prototype was presented in San José, California, during the fifth Member Meeting of the GENIVI Alliance ( www.genivi.org ). GENIVI is an alliance consisting of over 150 companies located around the world – including leading carmakers, automotive component suppliers, electronics and ICT industries – whose main goal is to guide the widespread adoption of an open-source platform for IVI (In-Vehicle Infotainment) devices. Magneti Marelli is one of the founding partners of GENIVI, along with companies such as BMW, PSA, Intel, Windriver, etc. Looking to the ultimate goal of the “connected car”, the automotive world is increasingly opening up to the “outside” world, to the Internet and to the “consumer electronics” devices. In this view, the connected car can receive on board rich information (i.e. traffic, advanced navigation, car parks, etc.) and high-quality multimedia entertainment; allow the car to communicate with the passenger’s consumer devices (mobiles, smartphones, tablets, etc.); enable interaction with central infrastructures for data collection and exchange . The medium-term objective is to connect cars also to the “Cloud”. -
Foreign Investment 2003
2003 Foreign investment in Latin America and the Caribbean 4 ECLAC LC/G.2226-P May 2004 Copyright © United Nations 2004 All rights reserved Printed in Chile Applications for the right to reproduce this work are welcomed and should be sent to the Secretary of the Publication Board, United Nations Headquarters, New York. N.Y. 10017, U.S.A. Member States and their governmental institutions may reproduce this work without prior authorization, but are requested to mention the source and inform the United Nations of such reproduction. UNITED NATIONS PUBLICATIONS Sales No: E.04.II.G.54 ISSN printed version 1680-8649 ISSN online version: 1681-0287 ISBN 92-1-121445-9 Foreign investment in Latin America and the Caribbean, 2003 5 CONTENTS Page ABSTRACT ........................................................................................................................................................... 9 SUMMARY AND CONCLUSIONS ..................................................................................................................... 11 I. REGIONAL OVERVIEW............................................................................................................................... 19 A. INTRODUCTION ..................................................................................................................................... 19 B. RECENT FDI TRENDS IN LATIN AMERICA AND THE CARIBBEAN............................................ 25 1. Foreign direct investment worldwide ................................................................................................. -
Livestream Coronavirus Series June Update Cludwig
In Partnership In Partnership Today’s Guests Anu Goel Antonio Manuel Marcelo Executive Vice-President Vice-President Group After Sales & Service Global Supply Chain Volkswagen Group of America Visteon Host: Christopher Ludwig, Editor-in-Chief Automotive Logistics AMS June Update: Supply Chain Leadership in a Crisis 9.30 EST/15.30 CET Global supply chain roundup Christopher Ludwig, Automotive Logistics, AMS 9.40 EST/15.40 CET Q&A parts service & outbound leadership at VW Group of America Anu Goel 10.00 EST/16.00 CET Q&A managing disruption at Visteon Antonio Marcelo 10.20 EST/16.20 CET Panel discussion on supply chain leadership during Covid 10.40 EST/16.40 CET Wrap up The week’s global ramp ups… Ø OEMs have restarted most plants in Europe – mainly on reduced shifts and at 50-60% capacity Ø BMW, Audi, Volvo Cars among those who are increasing shifts Ø All OEMs in North America have now restarted vehicle assembly after VW in Puebla last weeK Ø Ford, Honda, GM, FCA, Toyota ramping up to replace low trucK and SUV inventory especially Ø Ford restarted Camacari vehicle and engine plants – most Brazilian plants have restarted Ø In July Toyota expects Japan production at 90% (from 60% in June) Ø Mazda back to 80% levels by July …but it is not all smooth sailing Ø Return of locKdown in Tamil Nadu until July impacts output at Ford, Renault-Nissan, Hyundai Ø FCA (Cassina, part of Melfi, Serbia) closed to at least end of month Ø JLR (Castle Bromwich) closed to at least August Ø PSA (Ellesmere Port) at least September Ø Nissan reducing further shifts and closures in Japan on lower export demand Ø Hyundai lowers output on low output in Korea Ø Rising infections in Key regions a risK – i.e. -
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. -
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. -
Alfa Romeo Giulietta Veloce S Edition
ALFA ROMEO GIULIETTA VELOCE S EDITION Overseas model shown SENSORY OVERLOAD The unique features of the Guilietta Veloce S Edition combine to produce the perfect blend of seductive style, sophistication and dynamic performance Special Edition Interior Badging Magneti Marelli ‘Elaborazioni 1919’ sport exhaust system 18-inch dark miron wheels with laser-etched red motif 10 Speaker Bose® High Performance Sound System Carbon look front Trilobe grille, exterior mirror covers and side skirts Performance: Exterior: • Privacy glass on rear side windows and rear • Dashboard contours and door panels with • 1750 Turbo petrol engine 177kW / 340Nm • Carbon look headlight cluster hatch window carbon look finish • 6-speed TCT • Dark gloss door handles Interior: • Dark headliner • Electronic Q2 front differential • Dark gloss fog light surrounds • Flat bottom steering wheel with red stitching • Sports pedals • Launch control • Black side window surrounds • Dark flair finish dashboard trim • Red Brembo front brake calipers • Sports rear diffuser • Leather and Alcantara seats with integrated • Sports suspension • Bi-xenon headlights headrests and red stitching • LED DRLs Overseas model shown Uninhibited. Dynamic. Seductive. The ultimate expression of sportiness without sacrificing unmistakable Alfa Romeo style The premium nature of Alfa Romeo’s Giulietta Veloce S is matched only by its exclusive rarity, with only 30 vehicles available in Australia. Giulietta Veloce S Offered in three sporty colours Alfa White Stromboli Grey Alfa Black Overseas model shown -
Cnh Global N.V
SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 20-F ® © REGISTRATION STATEMENT PURSUANT TO SECTIONS 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934 or ®X© ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the Fiscal Year Ended December 31, 2001 or ® © TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 Commission File Number 1-14528 CNH GLOBAL N.V. (Exact name of registrant as speciÑed in its charter) Kingdom of The Netherlands (State or other jurisdiction of incorporation or organization) World Trade Center, Amsterdam Airport Tower B, 10th Floor Schiphol Boulevard 217 1118 BH Amsterdam The Netherlands (Address of principal executive oÇces) Securities registered pursuant to Section 12(b) of the Act: Name of Each Exchange Title of Each Class on which Registered Common Shares, par value 40.45 New York Securities registered pursuant to Section 12(g) of the Act: None Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act: None Indicate the number of outstanding shares of each of the issuer's classes of capital or common stock as of the close of the period covered by the annual report: 277,100,298 Common Shares Indicate by check mark whether the registrant has (1) Ñled all reports required to be Ñled by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to Ñle such reports), and (2) been subject to such Ñling requirements for the past 90 days. -
Experiências Das Comissões De Fábrica Na Reestruturação Produtiva Da Autolatina
Experiências das comissões de fábrica na reestruturação produtiva da Autolatina Silvio Cesar Silva* Resumo: O objetivo deste texto é compreender a heterogeneidade das experiências organizativas dos metalúrgicos de São Bernardo do Campo, mostrando como essas experiências se relacionam com suas tradições de luta e as relações que se estabelecem entre os trabalhadores e as empresas — Ford/Taboão e Volkswagen/ * Mestre em Anchieta. Nesse sentido, a questão central é saber como as comissões de fábrica Ciências atuaram no processo de reestruturação produtiva dessas empresas, durante a Sociais pela existência da Autolatina. PUC-SP, professor da Universidade Santo Amaro e Introdução professor da Este texto analisa basicamente as experiências e práticas Faculdade Ibero- das comissões de fábrica na Ford e na Volkswagen durante a Americana vigência da Autolatina. Nesse período estava em curso uma das 1. A expressão fases do processo de reestruturação produtiva, sendo este “chão de fábrica” é expressão de um processo de lutas em torno do controle do utilizada neste processo produtivo que se desenvolve na sociedade e no chão estudo para 1 abordar o de fábrica. conflito entre trabalhadores Em um primeiro momento definiremos as diferentes fases do e empresários, processo de reestruturação produtiva no Brasil, mostrando como inserido na realidade a formação/dissolução da holding Autolatina está relacionada a cotidiana da este processo. Em seguida, abordaremos as trajetórias de luta das vida fabril, através da comissões de fábrica da Ford/Taboão e da Volkswagen/Anchieta, divisão do destacando o papel desempenhado por esses organismos de trabalho, organização representação dos trabalhadores na definição dos rumos da das tarefas, reestruturação produtiva durante a vigência da Autolatina.