DOCSLIB.ORG

Letno Porocilo 2012.Pdf

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Letno Porocilo 2012.Pdf UVOD 3 Dosežki v poslovanju 7 Pomembni dogodki v letu 2012 8 Poročilo predsednika nadzornega sveta za leto 2012 12 Poročilo predsednika uprave 13 Predstavitev družbe 14 POSLOVNO POROČILO 20 Cilji družbe in njeno poslanstvo 22 Makroekonomsko okolje 22 Analiza poslovanja družbe 24 Poslovni načrt za leto 2013 29 Proizvodnja 29 Kakovost 31 Nabava 33 Naložbe 34 Razvoj in napredek 35 Upravljanje s tveganji 37 TRAJNOSTNO POROČILO 40 Zaposleni 42 Komuniciranje 50 Ravnanje z okoljem 53 RAČUNOVODSKO POROČILO 58 Pojasnila k računovodskim izkazom 60 Izjava o odgovornosti uprave 66 Revizorjevo poročilo 67 Računovodski izkazi 69 Podpis letnega poročila za leto 2012 in njegovih sestavnih delov 82 KDO JE KDO 83 UVOD "Revozov proizvodni števec se je ob koncu leta 2012 ustavil na številki 130.947 vozil, kar je manj kot v letu 2011 (174.127), vendar povsem v skladu z zastavljenimi cilji in s potrebami tržišča." Letno poročilo Revoz UVOD 2012 7 DOSEŽKI V POSLOVANJU 2012 2011 proizvodnja avtomobilov/ v kosih 130.947 174.127 prodaja čisti prihodki od prodaje: v 000 EUR 910.778 1.127.516 - domači trg v 000 EUR 15.001 25.065 - tuji trgi v 000 EUR 895.777 1.102.451 - delež izvoza v % 98,35 97,8 naložbe v osnovna sredstva v 000 EUR 110.944 23.433 nabava: v 000 EUR 821.077 1.055.765 - v tem: nabava na tujih trgih v 000 EUR 660.149 848.856 EBITDA ¹ v 000 EUR 77.067 81.716 EBIT ² v 000 EUR 12.688 16.498 čisti poslovni izid v 000 EUR 12.781 13.911 sredstva v 000 EUR 415.985 383.216 - stalna sredstva v 000 EUR 281.527 235.240 - gibljiva sredstva v 000 EUR 134.458 147.976 1 poslovni izid iz rednega delovanja - finančni prihodki + finančni odhodki + amortizacija kapital v 000 EUR 233.944 221.163 in prevrednotovalni poslovni prihodki pri neopredmetenih dolgoročnih sredstvih in rezervacije in obveznosti v 000 EUR 182.041 162.053 opredmetenih osnovnih sredstvih 2 poslovni izid iz rednega delovanja + finančni zaposleni ³ 31.12. 2.076 2.349 odhodki – finančni prihodki dodana vrednost na v 000 EUR 57,4 53,0 3 konec leta 2012 ni bilo po storitvenih pogodbah zaposlenega4 angažiranih delavcev za delo v proizvodnji (205 v letu 2011), 4 pri izračunu je upoštevano povprečno število zaposlenih skupaj z najetimi delavci Lastništvo družbe in delnica Družba je od 3. februarja leta 2004 v 100-odstotni lasti družbe Renault, s.a.s., Francija. Podatki o delnici: 31.12.2012 31.12.2011 skupno število delnic v kosih 550.810 550.810 nominalna vrednost delnice v EUR 100,00 100,00 knjigovodska vrednost delnice v EUR 424 402 čisti poslovni izid na delnico v EUR 23,20 25,26 UVOD Letno poročilo Revoz Letno poročilo Revoz UVOD 8 2012 2012 9 POMEMBNI DOGODKI V LETU 2012 2012 V ZNAMENJU PRILAGAJANJA RAZMERAM NA TRGU IN PRIPRAV NA PROJEKT TWINGO-SMART Leto 2012 je Revoz ljub nizkim proizvodnim količinam, od 28. februarja se vodstvena struktura Kzačetka maja 2012 smo delali v dveh Revoza zbere na prvem letošnjem se- zaključil s 130.947 izmenah, je Revozu uspelo obdržati glavne stanku in pregleda rezultate minulega izdelanimi vozili, kar kazalce učinkovitosti na visoki ravni, kar leta. Ob tej priložnosti vodstvo podjetja je še posebej pomembno v zaostrenih podeli tri komplete plaket v sistemu je okoli 43.000 vozil pogojih konkurenčnosti, v katerih podjetje priznavanja. Srebrne in zlate plakete ter posluje zadnja leta. Z doseženimi rezultati plakete naj vodja. 15. marca vodstvo manj kot leta 2011. pa ustvarjamo tudi pogoje za uspešen podjetja napove ustavitev polovične zagon projekta Edison. nočne izmene od 26. aprila dalje. 10. septembra v tovarni sprejmemo Leto 2012 smo začeli s pomembnimi obi- Aprila so v prostorskem načrtu tovarne ski. 13. januarja Revoz obišče Carlos že dobro vidne vse večje spremembe, voznika moštva Lotus F1 Team Tavares, namestnik predsednika Sku- najbolj so intenzivna dela za povečanje pine, generalni direktor, odgovoren za lakirnice ter nove karosernice. Na za- Romaina Grosjeana. poslovanje, in nam ob tem zada ambici- četku tega meseca je ustanovljen De- ozen cilj: Revoz naj postane najboljša to- partma za učinkovitost, čigar osnovno varna v Zvezi Renault Nissan. Le dan prej poslanstvo je nuditi podporo drugim or- Jose Vicente de Los Mozos in Gérard ganizacijskim enotam v podjetju, zlasti v stavnikom Rdečega križa Slovenije sistem za sestavo podvozja v monta- podpišejo Sporazum o prilagajanju Leclercq obiščeta tovarno v okviru proizvodnji, pri uvedbi novosti in razvoju in rabljenih računalnikov predstavni- ži, v nove skladiščne prostore se je delovnega časa manjšemu obsegu rednega pregleda učinkovitosti in se sistemov učinkovitosti. V začetku maja kom osnovnih šol. Junija se v Revozu preselila logistika montaže … naročil. Predsednik uprave Aleš Bratož ob tej priložnosti udeležita seje nadzor- Zveza Renault Nissan objavi lestvico posvečamo vedno aktualnim temam, kot je v začetku oktobra osebno prav vse nega sveta, na kateri potrdijo imenovanje Alliance Ranking 2011, na kateri se sta okolje in prometna varnost. Slovenski 10. septembra v tovarni sprejmemo zaposlene seznanil tako z okolišči- Francija Bratkoviča za člana uprave in Revoz uvrsti na odlično 2. mesto. Ob finalisti projekta Varnost in mobilnost voznika moštva Lotus F1 Team Ro- nami, ki so privedle do sporazuma, direktorja človeških virov. tej priložnosti podjetje dobi svoj motiva- za vse v svoji kategoriji zmagajo tudi v maina Grosjeana, 17. septembra se kot z njegovo vsebino. cijski logo Skupaj na vrh, ki povzema cilj mednarodni konkurenci. vodstvena struktura sreča na dru- 18. januarja se komercialna pot preno- postati 1. tovarna v Zvezi. gem sestanku, podeljena pa so tudi Sredi oktobra se Revozovi sodelavci na vljenega twinga v Sloveniji začne prav Junij pa je tudi v znamenju presoj sis- srebrna priznanja najbolj zaslužnim področju IT zaposlenim predstavijo na v Revozu, ki si ga je komercialna podru- 11. maja v Revozu gostimo finaliste tema kakovosti in sistema ravnanja z sodelavcem v prvem polletju. 22. prvih dnevih informatike. Novembra žnica Renault Nissan Slovenija izbrala projekta Varnost in mobilnost za vse, okoljem. Tradicionalnega dneva Revoza, septembra na prireditvi v Kulturnem obeležimo 40. obletnico prisotnosti za slovensko predstavitev novinarjem. namenjenega petošolcem in šesto- zabave za zaposlene in njihove bližnje, centru Janeza Trdine podelimo nagra- Renaulta v Novem mestu, pred za- Konec januarja uprava podjetja s social- šolcem slovenskih osnovnih šol. Obisk zaradi znanih okoliščin ne organiziramo. de jubilantom, ki so v letu 2011 do- ključkom leta vodstvo podjetja in socialni nimi partnerji podpiše Dogovor 2012, ki Disneylanda so si prislužili učenci OŠ Po kolektivnem dopustu je po opravljenih segli 10, 20, 30 in celo 40 let delovne partnerji podpišejo novo kolektivno po- poleg politike plač in nagrajevanja ureja Mirana Jarca Ljubljana. Maj je minil v naložbenih delih v proizvodnem procesu dobe. Ker se povpraševanje po vozilih v godbo, 17. decembra pa se za podjetje tudi načine prilagajanja delovnih dni pov- znamenju družbene odgovornosti, ki kar nekaj novosti, nove robotske po- segmentu twinga še naprej zmanjšuje, začne novoletni kolektivni dopust, ki ga praševanju na trgu. sta ju zaznamovali predaji vozil pred- staje za predlak in prozorni lak, nov vodstvo podjetja in socialni partnerji izkoristimo za številna naložbena dela. UVOD Letno poročilo Revoz Letno poročilo Revoz UVOD 10 2012 2012 11 POMEMBNI DOGODKI PO ZAKLJUČKU OBRAČUNSKEGA OBDOBJA JANUAR S 1. januarjem stopa v veljavo nova kolektivna pogodba, ki nadomešča staro iz leta 1993. 14. januarja prvič v letu 2013 zaženemo proizvodne trakove in zaključimo s kolektivnim dopustom. 23. januarja Aleš Bratož seznanja zaposlene z poteka v Novem mestu tradicionalno srečanje predstavnikov razlogi za podpis Sporazuma. Renaulta v Sloveniji z novinarji v organizaciji Revoza. FEBRUAR V začetku februarja se zaposleni v okviru Tedna kakovosti v Skupini Renault seznanijo z osnovami zaznavne kakovosti. 25. februarja se vodstvena struktura Revoza zbere na prvem letošnjem sestanku in pregleda rezultate minulega leta. Ob tej priložnosti vodstvo podjetja podeli tri komplete plaket v sistemu priznavanja. Srebrne in zlate plakete ter plakete naj vodja. MAREC Od 1. marca dalje v podjetju ponovno velja obdobje zaupnosti zaradi vozil iz projekta Edison. APRIL Okrogla miza ob 40-letnici Renaulta v Novem mestu. Sredi aprila so znani rezultati lestvice tovarn Zveze Renault Nissan. Revoz je na prvem mestu. UVOD Letno poročilo Revoz Letno poročilo Revoz UVOD 12 2012 2012 13 POROČILO POROČILO PREDSEDNIKA PREDSEDNIKA NADZORNEGA UPRAVE SVETA za leto 2012 Bilanca aktivnosti PRILAGANJE RAZMERAM IN URESNIČEVANJE NAČRTOVANIH NALOŽB Spremljanje poslovanja Preveritev sestave bilančnega evoz je poslovno leto 2012 kljub neugodnim razmeram na trgu, povezanim z občutno družbe dobička in predlog uporabe Rmanjšim povpraševanjem, zaključil pozitivno. Konec leta 2012 je izdelal 130.947 vozil, adzorni svet družbe Revoz, d.d., je na treh rednih sejah adzorni svet je preveril sestavo bilančnega dobička družbe, kar je za več kot 20 odstotkov manj kot leto poprej, ko je s proizvodnih trakov zapeljalo 174.127 Nobravnaval poslovanje za leto 2012, vodenje družbe pa Nki ga je predložila uprava v revidiranem letnem poročilu in vozil. Upad proizvodnih količin je posledica upada evropskega avtomobilskega tržišča (-18 je spremljal in nadzoroval skozi celo leto. Na osnovi rednih računovodskih izkazih za leto 2012. odstotkov), še posebej francoskega (- 20 odstotkov), ki je za Revoz najpomembnejše. Poleg poročil in poročanja članov uprave je svojo pozornost posvetil razmer na trgu sta na
Load more

Recommended publications
  • Information Complémentaire Sur La Composition Du
    Information complémentaire sur la composition du Groupe établie en application du règlement n° 2016-09 du 2 décembre 2016 de l’Autorité des Normes Comptables françaises. 2020 Sommaire : 1. Liste exhaustive des entreprises consolidées 2 2. Liste des entreprises répondant à la définition des « titres de participations non consolidés » 8 a. Sociétés contrôlées et non consolidées qui sont classées en autre actifs courants (Note 17) 8 b. Participations dans les autres entreprises associées, coentreprises, et entreprises contrôlées conjointement (Notes 13 et 17). 9 c. Sociétés non contrôlées qui figurent dans les actifs financiers non courants (Note 22) 9 1 1. Liste exhaustive des entreprises consolidées Il s'agit d'une liste exhaustive en complément de la liste figurant dans la note 31 de l’annexe des comptes consolidés 2020. % du capital détenu Méthode de Nom Siège social directement et consolidation indirectement Renault SA France Société consolidante Société consolidante AUTOMOBILE HORS AVTOVAZ France Renault s.a.s France 100 Intégration globale ACI Le Mans France 100 Intégration globale ACI Villeurbanne France 100 Intégration globale Alliance Mobility Company France France 50 Mise en équivalence Boone Comenor France 33 Mise en équivalence Carizy France 98 Intégration globale Centre de Gestion France 100 Intégration globale Fonderie de Bretagne France 100 Intégration globale Ingénierie de la Division des Véhicules Electriques (I-DVE) France 100 Intégration globale Ingénierie de la Division des Véhicules Utilitaires France 100 Intégration globale INDRA INVESTISSEMENTS SAS France 50 Mise en équivalence Maubeuge Construction Automobile (MCA) France 100 Intégration globale Renault Gestion et Transactions Immobilières (R.G.T.Im) France 100 Intégration globale Renault Developpement Industr.
    [Show full text]
  • Econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible
    A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Negrea, Alina Petronela; Cojanu, Valentin Article Innovation in the European Value Chain: The Case of the Romanian Automotive Industry CES Working Papers Provided in Cooperation with: Centre for European Studies, Alexandru Ioan Cuza University Suggested Citation: Negrea, Alina Petronela; Cojanu, Valentin (2015) : Innovation in the European Value Chain: The Case of the Romanian Automotive Industry, CES Working Papers, ISSN 2067-7693, Alexandru Ioan Cuza University of Iasi, Centre for European Studies, Iasi, Vol. 7, Iss. 1, pp. 126-146 This Version is available at: http://hdl.handle.net/10419/198366 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under
    [Show full text]
  • The Impact of Sustainable Development on Organizational Culture at S.C
    Management of Sustainable Development Sibiu, Romania, Volume 5, No.1, June 2013 DOI 10.2478/msd-2013-0006 THE IMPACT OF SUSTAINABLE DEVELOPMENT ON ORGANIZATIONAL CULTURE AT S.C. AUTOMOBILE DACIA S.A. Isac, Nicoleta1 and Tomescu, Crenguta Ileana2 1University of Pitesti, Romania, [email protected] 2University of Pitesti, Romania, [email protected] ABSTRACT: Culture today is undoubtedly a factor of a company’s success. Whether known or less known, organizational culture and management companies support efforts to increase efficiency, effectiveness and market competitiveness. Improvement, diversification and training are important goals of strategic importance and a prerequisite to put into practice the principles of medium and long-term sustainable development. At a time when economies of scale can decide which vehicle manufacturers can stay or disappear on the market, our paper aims to analyze the organizational and managerial culture in the SC Automobile Dacia SA, as it results from a questionnaire administered to its employees. KEY WORDS: organizational culture, competitiveness, organization, employees, sustainable development company. Most importantly, in an organizational culture all 1. INTRODUCTION values, beliefs, norms guiding the human resources and The stronger, positive and progressive an organizational culture financial and technological ones are intended to achieve the is, the higher its employees’ performance becomes. Such objectives set. The audit of organizational culture is an growth causes performance improvement of the company’s extremely important and complex process, and represents the financial results and provides greater opportunities to adapt to most useful way to identify those specific elements of the market, greater flexibility and opportunities for success. organizational culture and management that can support or Managers’ knowledge of organizational culture and awareness impede the successful achievement of organizational can have a significant impact on the functioning and objectives.
    [Show full text]
  • Brand-Ul Gordini Revine
    autoturism editorial Rutier`, distinc]ie ce confirm` capacitatea de ini]iativ` DE CE MOR a ACR. DE CE MOR Posibilit`]ile de a proteja fiin]a uman` în plan eco- logic sunt îns` foarte largi, iar în ]ara noastr`, din p`- BUCURE{TENII cate, aceste preocup`ri se dovedesc pân` acum foar- BUCURE{TENII te timide. Chiar s` ne fie indiferent ce ]ar` vom l`sa urma[ilor no[tri? MAIMAI REPEDEREPEDE De mul]i ani sunt înc` destui posesori sau nu de autoturism, care mai cred c` principalul poluator al mediului pe Planeta noastr` ar fi automobilul. Nici Dispari]ia copacilor din Bucure[ti a devenit drama- pomeneal`! Ar fi de ajuns s` spunem c` o singur` tic`. O echip` de speciali[ti din Capital`, în urma unor nav` aerian` cu patru turboreactoare elimin`, în pri- studii a constatat c` media de via]` în Bucure[ti este mele zece minute de la decolare, tot atâtea noxe cât cu aproape opt ani mai mic` decât în restul ]`rii! o localitate cu 30.000 de locuitori. Zilnic, îns`, în at- Tot ei au anticipat c` dac` s-ar replanta aici 2 mi- mosfera Planetei zboar` aproape 10.000 de avioane. lioane de arbori, abia peste un deceniu bucure[tenii În calitatea sa de membru cu statut consultativ al s-ar putea a[tepta s` le creasc` speran]a de via]` cu ONU, Federa]ia Interna]ional` a Automobilului (FIA) a cinci ani! sus]inut, ba chiar a impulsionat eforturile marilor con- De-a dreptul criminal` este îns` realitatea c`, în structori auto de a proiecta motoare cu ardere intern` ultimii opt ani, din parcurile Capitalei, de pe spa]iile sau cu propulsie hibrid`, la care noxele au fost reduse verzi [i chiar de pe marginea str`zilor au fost t`ia]i drastic, mai ales în ultimul deceniu.
    [Show full text]
  • Fourth Supplement Dated 26 February 2018 to the 7 June 2017 Base Prospectus
    FOURTH SUPPLEMENT DATED 26 FEBRUARY 2018 TO THE 7 JUNE 2017 BASE PROSPECTUS RENAULT (incorporated as a société anonyme in France) €7,000,000,000 Euro Medium Term Note Programme This prospectus supplement (the "Fourth Supplement") is supplemental to and must be read in conjunction with, the Base Prospectus dated 7 June 2017 (the "Base Prospectus") granted visa No. 17-260 on 7 June 2017 by the Autorité des marchés financiers (the "AMF"), the first supplement to the Base Prospectus dated 31 July 2017 granted visa No. 17-404 on 31 July 2017, the second supplement to the Base Prospectus dated 9 November 2017 granted visa No. 17-581 on 9 November 2017 and the third supplement to the Base Prospectus dated 20 November 2017 granted visa N° 17-601 on 20 November 2017, each prepared by Renault ("Renault" or the "Issuer") with respect to its €7,000,000,000 Euro Medium Term Note Programme (the "Programme"). Terms defined in the Base Prospectus shall have the same meaning when used in this Fourth Supplement. Application has been made for approval of this Fourth Supplement to the AMF in its capacity as competent authority pursuant to Article 212-2 of its Règlement Général which implements Directive 2003/71/EC (as amended) on the prospectus to be published when securities are offered to the public or admitted to trading in France (the "Prospectus Directive"). To the extent that there is any inconsistency between (a) any statement in this Fourth Prospectus Supplement and (b) any other statement in or incorporated by reference in the Base Prospectus (as supplemented by the first, second and third supplements to the Base Prospectus), the statement in (a) above will prevail.
    [Show full text]
  • COMMUNIQUÉ DE PRESSE Le 5 Juin 2008 LOGAN, L
    COMMUNIQUÉ DE PRESSE Le 5 juin 2008 LOGAN, L’HISTOIRE D’UN SUCCES MONDIAL Renault poursuit sa croissance et lance Sandero, le dernier né de la famille Logan • Quatre ans après son lancement, Logan tient ses engagements : 1 million de véhicules (Logan, Logan MCV, Logan Van, Logan Pick-up et Sandero) vendus partout dans le monde. • L’aventure continue avec Sandero, nouvelle berline bicorps, habitable et moderne, lancée début 2008 en Amérique du Sud et commercialisée en Europe à partir du 20 juin de cette année. • La Roumanie, berceau industriel de Logan, est au cœur d’ambition internationale du groupe Renault. Après la production, la conception se rapproche des clients, avec l’ouverture d’un centre régional d’ingénierie et un centre de design en 2007. 1. Logan, un succès commercial mondial Un formidable levier pour la conquête de nouveaux marchés Le groupe Renault a été précurseur de l’évolution des marchés automobiles dans le monde en lançant en 2004 le programme Logan. Pensé et développé pour les marchés en forte croissance, Logan a permis à Renault d’accroître significativement sa présence hors d’Europe et d’arriver sur de nouveaux marchés comme l’Inde et Iran. Fin 2007, 35% des ventes du Groupe se font hors d’Europe, contre 22,8% en 2004. En quatre ans, les véhicules de la plateforme Logan ont été commercialisés dans 59 pays, dont certains à très fort potentiel de croissance comme la Russie, l’Inde, l’Iran et le Brésil. Direction de la Communication 1967, rue du Vieux Pont de Sèvres – 92109 Boulogne Billancourt Cedex Tel.: + 33 (0)1 76 84 64 69 – Fax: + 33 (0)1 76 89 08 56 Sites : www.renault.com & www.media.renault.com Renault - Direction de la communication / Corporate Communications En Russie, Logan est produite et commercialisée avec succès depuis mi-2005.
    [Show full text]
  • Additional Information on the Renault Group
    Additional information on the Group composition established according to French regulation n° 2016-09 as of December 2, 2016 from the French Accounting Standard Authority (“Autorité des Normes Comptables”) 2020 Content: 1. Exhaustive list of the consolidated entities 2 2. List of the entities classified as “non-consolidated investments” 8 a. Controlled entities excluded from the consolidation scope classified in “other current assets” (Note 17) 8 b. Investments in other associates, joint ventures and jointly controlled entities (Notes 13 and 17). 9 c. Non-controlled entities classified in “non-current financial assets” (Note 22) 9 1 1. Exhaustive list of the consolidated entities This is an exhaustive list supplementing the list presented in the note 31 in the 2020 consolidated financial statements. % of the capital held Name Head Office Country Consolidation method directly and indirectly Renault SA France Consolidating company Consolidating company AUTOMOTIVE (EXCLUDING AVTOVAZ) France Renault s.a.s France 100 Full consolidation ACI Le Mans France 100 Full consolidation ACI Villeurbanne France 100 Full consolidation Alliance Mobility Company France France 50 Equity method Boone Comenor France 33 Equity method Carizy France 98 Full consolidation Centre de Gestion France 100 Full consolidation Fonderie de Bretagne France 100 Full consolidation Ingénierie de la Division des Véhicules Electriques (I-DVE) France 100 Full consolidation Ingénierie de la Division des Véhicules Utilitaires France 100 Full consolidation INDRA INVESTISSEMENTS SAS France 50 Equity method Maubeuge Construction Automobile (MCA) France 100 Full consolidation Renault Gestion et Transactions Immobilières (R.G.T.Im) France 100 Full consolidation Renault Developpement Industr. et Commercial (RDIC) France 100 Full consolidation Renault Environnement France 100 Full consolidation Renault Retail Group France 100 Full consolidation Renault Samara France 100 Full consolidation RDREAM France 100 Full consolidation Renault Sport Racing s.a.s.
    [Show full text]
  • Automotive Sector in Romania Newsletter
    Automotive Sector in Romania Newsletter – October 2009 In this issue: - Delphi opens its third factory in Romania - Michelin Romania may raise share capital - Production of motor vehicles increased in June 2009 - Ford starts production in Romania - Dacia contribution to Romania’s exports doubles in one year - Dacia invested over 17 million EUR in environmental plans - Romanian carmaker Dacia to launch new car models and produce 4x4 parts - Romania to be included in top 10 European carmakers’ ranking by 2012 - Bosch invests 30 million EUR in Romania - Alcoa Fujikura relocates production from Czech Republic to Romania - Nera Auto launched production line for special vehicles - Registrations of new passenger vehicles dropped by 17.4% in H1 - TRW Automotive Safety Systems Romania hires for its Timisoara plant - Exports raised Rombat BistriŃa sales by 37% in H1 - Turnover evolution of selected manufacturers of automotive components in Romania o Euro Auto Plastic Systems o UAMT o Sealynx Automotive Romania o Subansamble Auto o AKA Automotiv This is a FRD Center [www.frdcenter.ro] publication This newsletter is produced by FRD Center Market Entry Services – www.frdcenter.ro - a privately owned market entry consulting firm based in Romania. FRD Center offers tailor-made business intelligence, B2B matchmaking and market support for foreign companies interested to enter the Romanian and regional market as exporters, consultants, investors or joint-ventures, to relocate their manufacturing or to source in CE and SE Europe. Since 2000, FRD Center has been the trade consultant for the Irish Government Agency, Enterprise Ireland. Other clients include companies from: Argentina, Austria, Canada, Denmark, Germany, Greece, Ireland, Israel, Jordan, Lithuania, Norway, Poland, UK, USA, South Africa, Spain, Switzerland etc.
    [Show full text]
  • CO2 Emissions Performance of Car Manufacturers in 2012
    CO2 emissions performance of car manufacturers in 2012 Executive summary Executive summary The European Environment Agency (EEA) supports State data, as verified by manufacturers (4), this note the European Commission in the monitoring of the provides an overview of the performance of car CO2 performance of passenger cars, in accordance manufacturers in meeting their CO2 emission targets. with Regulation (EC) 443/2009. This regulation sets a 1 CO2 'specific emission' ( ) target of 130 g CO2/km The main findings are: by 2015, defined as the average value for each manufacturer's fleet of newly registered passenger • the average specific emissions of the new 2 cars in the EU in that year ( ). The 2015 target is being European fleet in 2012 is 132.2 g CO2/km, phased in gradually from 2012. Starting from this a reduction of 2.6 % compared to 2011; year, a specific binding CO2 target has been calculated for each manufacturer based on the average mass of • the difference between preliminary average its fleet (Annex 1). specific emissions (the emissions data reported by each of the Member States) and final average A long-term target of 95 g CO2/km has been set for specific emissions data (the emissions data after 2020. The modalities for compliance with that target any corrections made by the manufacturers — will be determined by the legislators in the on-going see footnote 4) is negligible (< 0.01 g CO2/km); review of the regulation. • the average mass of the fleet is 1 402 kg, the In order to evaluate the progress of manufacturers heaviest observed in the last three years; towards their targets, the EEA has collected and quality-checked data on CO2 emissions from • data collected reveal that in 2012 the majority of passenger cars registered in all Member States of the the car manufacturers respect their CO2 emission European Union (3) since 2010.
    [Show full text]
  • Repair Manual Dacia
    REPAIR MANUAL DACIA RM 524-1 MECHANICS ENGINE: E7J GERBOX: JH3 TAPV: B41A, B41B, B41D The reparation methods prescribed by the manufacturer in the present document are established subject to technical specifications in force at the document issuing date. These are subject to modifications brought by the manufacturer at the fabrication of different assemblies, subassemblies or accessories of its vehicles. All rights reserved to SC Automobile Dacia SA. Reproduction or translating even partially of this present document is forbidden without the written authorisation of AUTOMOBILE DACIA S.A. Ref: 6001999441 APRIL 2004 English version vnx.su 0 General poinds vehicle 13 PUMP SUPPLY Breaking fuel supply ..................................... 13-1 01 SPECIFICATIONS Injection pump............................................... 13-2 Engine – Clutch - Gearbox............................. 01-1 Petrol filter.................................................... 13-3 Vehicle identification.. ................................. 01-2 Pupm flow...................................................... 13-4 Supply pressure.............................................. 13-5 02 LIFTING Mobile jack - Protection route;....................... 02-1 14 ANTI-POLLUTION Elevator positioned under the carriage body... 02-3 Petrol vapours-aspiration ............................. 14-1 03 TOWING 16 STARTING AND CHARGING All types.......................................................... 03-1 Alternator....................................................... 16-1 Starter............................................................
    [Show full text]
  • A Plug-In Hybrid Diesel-Electric Vehicle
    World Electric Vehicle Journal Vol. 5 - ISSN 2032-6653 - © 2012 WEVA Page 0210 EVS26 Los Angeles, California, May 6-9, 2012 A Plug-in Hybrid Diesel-Electric Vehicle Danut Gabriel MARINESCU, [email protected] Ion TABACU, [email protected] Florin SERBAN, [email protected] Stefan TABACU, [email protected] Viorel NICOLAE, [email protected] Ionel VIERU, [email protected] Automotive Engineering Research Centre, University of Pitesti, Targu din Vale no.1, Pitesti, Arges, 110040, Romania Abstract The paper presents the GRAND HAMSTER ELECTRICWAY 4WD hybrid concept car, developed within the Automotive Engineering Research Centre of the University of Pitesti during 2011, in order to create a green version of Dacia 4WD. The car was built on the mechanical platform of the DACIA DUSTER crossover car, 4x2 versions, by implementing an electric propulsion system in the rear axle. The EcoMatic Hybrid System (Energy conversion with autoMatic Hybrid System) is a diesel-electric version, parallel with two shafts, and plug-in type, organized in a motorized solution E-4WD (Electricway-4WD). The name of the vehicle designates the hybridization obtained with the diesel engine 1.5 litre dCi FAP, 79 kW (107 bhp), placed in the front of the vehicle and the asynchronous electric motor offering a maximum power output of 31kW/42 bhp located at the rear of the vehicle. The traction battery, Lithium Iron Phosphate (LiFePO4) technology, 205V, 12 kWh is rechargeable by the on board single faze charger. The recharging 12V auxiliary battery is realised by a DC/DC converter 205V/12V and is completed by an assembly of the photovoltaic panel placed on the car’s roof .
    [Show full text]
  • Alliance Rostec Auto BV Today Announced That Nicolas Maure Will Become CEO of AVTOVAZ Effective April 4
    ALLIANCE ROSTEC AUTO BV ANNOUNCES NEW CEO OF AVTOVAZ MOSCOW (15 March 2016) — Alliance Rostec Auto BV today announced that Nicolas Maure will become CEO of AVTOVAZ effective April 4. The joint venture between Renault-Nissan and Rostec State Corporation (Rostec), which oversees AVTOVAZ, also confirmed that Bo Inge Andersson will step down from the role on April 4. Maure, 55, is currently Managing Director for Renault Group operations in Romania, where he is in charge of all commercial and industrial activities. He also serves as President and CEO of Automobile Dacia SA, one of the fastest growing car brands in Europe and the largest private company in Romania. Before taking over operations in Romania, Maure was Vice President for Renault global manufacturing performance and a Vice President for Powertrain in the Renault-Nissan Alliance Purchasing Organization. He has led teams in manufacturing, purchasing, quality and aftersales. He joined Renault in 2000 after working for automotive suppliers including Faurecia and Valeo. “AVTOVAZ has modernized its lineup and manufacturing processes, and significantly improved product quality,” said Carlos Ghosn, Chairman of AVTOVAZ and also Chairman and CEO of the Renault-Nissan Alliance, which has a majority stake in Alliance Rostec Auto BV, the joint venture that controls AVTOVAZ. “With Nicolas Maure, we plan to continue on this strategy despite the short-term challenges, and we remain bullish about the long-term future of the Russian market and AVTOVAZ as the leading domestic automaker.” “In the past seven years, AVTOVAZ underwent major changes which significantly improved the quality of the vehicles, increased efficiency, and revitalized the model lineup,” said Sergei Chemezov, CEO of the Rostec State Corporation (Rostec), which also owns a stake in the joint venture.
    [Show full text]