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Neuer Wilder
Unternehmen Neuer Wilder olfgang Bernhard (44) mag keine VW Der Marken-Chef Wolfgang Versteckspieler. Sie sind ihm zu- Wwider, die Planer und Entwick- Bernhard räumt auf: schnell, ler, die sich davonstehlen, wenn es an die wirkliche Arbeit geht. Die nur telefonieren, effizient, gnadenlos. Ein Kulturschock in Meetings sitzen und sich gegenseitig wichtige Folien zeigen. Er hat sie bei Mer- erschüttert Wolfsburg. cedes getroffen und bei Chrysler; er schimpft sie bevorzugt „Ver-Tschüsser“. Jetzt bekämpft er sie bei VW. Gleich bei einem der ersten Treffen An- fang Mai überraschte der Chef der Marken- gruppe VW seine Wolfsburger Produktions- und Entwicklungsexperten mit einer schockierenden Order: Alle für ein paar Tage ans Band! Alle raus ins Werk! Die Fer- tigung beschleunigen! Die Qualität verbes- sern! „Geh zur Quelle“, heißt das bei Toyota. Dort ist es Normalität. Bei VW verpuffen solche Vorstöße in der Regel. Bernhard aber meinte es ernst. Schon gegen sieben Uhr am nächsten Mor- gen kam Post vom Chef. Der Inhalt der E-Mails: ein detaillierter Plan für die dreitägigen Vor-Ort-Einsätze. Um di- rekt das nächste Zeichen zu setzen, missachtete Bernhard die Hierar- chiestufen. Er überging die mächtigen Bereichsleiter und verschickte die Botschaften 34 managermagazin 7/2005 FOTOS: JOCHEN LUEBKE/DDP/LLADO/PLAINPICTURE,/ PR/[M] MM-MONTAGE Unterrnehmen VW Zusammenhänge und Technik Mann der Extreme gleichermaßen detailliert beherrsche, Lauwarm sind nur die anderen: Wolfgang Bernhards Welt erinnert sich ein DaimlerChrysler-Mann. „Fast autistisch hat der unsere DE R PR IVATMAN N: Wolfgang Bernhard der Leitung des Mercedes-Vorstands Bedenken ignoriert“, schimpft ein (44) hat früher in den Ferien Straßen- Manfred Remmel, heute Chef des Auto- Betriebsrat. -
October 2019
1 OCTOBER 2019 Stealth Missile ISSUE 67/2019 2 Quarterly Newsletter of the Porsche Club of Tasmania A CAMS Affiliated Club Honorary Life Member – Klaus Bischof (2010) Life Member - Leon Joubert (2013) Club Honours - John Pooley (2016) Rob Sheers (2016) CONTENTS Committee…………………………………………… ...............................................3 Editorial………………………………………………. ...............................................4 The Inside Line……….………………………………….............................................5 President’s Report 2019 AGM……………………………...…………………………..6 New Members……………………………………….………………………...…….…...7 Events Calendar.........................………..................................................................8 PCT Club Awards Points 2019………………..………………………...………………9 Club Awards Points Scoring……. ........................................................................10 Karl Ferdinand Piech……………………………………..........................................11 Southern EMR 14 July…..….................................................................................16 Northern EMR 21 July...........................................................................................18 PCT Driver Training Day 28 July ..........................................................................19 N/NW AGM Run 25 August…………….........……………...................................…21 N/NW Run 15 September …..….…..................................................……………….22 Southern EMR To Geeveston 15 September.........................................................24 Porsche Technical: -
New Zealand Rolls-Royce & Bentley Club
New Zealand Rolls-Royce & Bentley Club Inc Issue 13-3, 2013 NZR-R&BC Issue 13-3 1 NEW ZEALAND ROLLS-ROYCE & BENTLEY CLUB (INC) Matters Arising From 13-2 Readers of 13-2 have noted some issues. In the caption on Page 3, who came to the party accompanied by an engine and is signed off The Bentley badge and Bentley name are registered trademarks of Bentley Gavin Bain and his bagpipes perform at Braemar Station, on the by LJKS ‘Phons et Origo’ which is neat if you like Latin puns. It Motors Limited. shores of Lake Pukaki, as pointed out by Ron Hasell. sits on my shelves next to the much later SAE book by Pirault & The Rolls-Royce badge and Rolls-Royce name are registered trademarks of Roy Tilley says that the caption to the bottom left photograph Flint on opposed piston engines. Back to recent times, a couple Rolls-Royce plc. on Page 13 “is of the Alvis Stalwart, which was amphibious, not of years ago that very exclusive organisation, the FV432 Owners NATIONAL EXECUTIVE armoured. It was powered by the old B80 straight 8 engine, long Club, visited Prescott and rumbled cheerfully about. CHAIRMAN Rob Carthew Membership before the days of the K60, but nonetheless impressive. If you “Which brings me back to the greatly missed John Weeks, a 85A Wharewaka Road, Taupo MEMBERSHIP of the New Zealand Rolls-Royce & Bentley Club Inc is open to anyone with an interest in these two distinguished look at the front of the Stalwart, you will see it has a very steep tremendous enthusiast for everything, brilliant VSCC navigator Phone 07 377 4117 marques, whether or not they are the owner of a Rolls-Royce or Bentley. -
Driving Into Disaster – How the EU's 'Better Regulation' Agenda Fuelled
Driving Into Disaster How the EU’s Better Regulation agenda fuelled Dieselgate Introduction Dieselgate The ‘Dieselgate’ scandal erupted in September 2015 when United States (US) regulators discovered that German car maker Volkswagen was using ‘defeat device’ software in The European Parliament’s inquiry into ‘Dieselgate’ has revealed that problems with diesel engines to reduce vehicles’ emissions during testing, effectively manipulating emission tests went far beyond Volkswagen’s use of illegal defeat devices. It exposes the results. a culture of looking the other way: the European Commission and Member States turned a blind-eye to industry-wide abuse of the system for emission regulation, Other car manufacturers, including Fiat, Renault, Mercedes, Opel, and Ford, were and, in fact, even invited the car industry to shape the regulatory agenda and its subsequently also found to have been “optimising” test results,2 with on-the-road enforcement. This meant that the car industry’s needs were prioritised in the name of nitrous oxide emission levels 5-10 times higher than legal limits permit, exposing ‘better regulation’ and at the expense of the health and wellbeing of European citizens. European citizens to dangerously high levels of pollution.3 Despite clear evidence of the health impacts of diesel pollution, the car industry was able to delay the implementation of existing standards and to shape new rules in its What the European own favour. As a result, cities across the European Union are left choking, as toxic Parliament’s inquiry found: traffic fumes have led to an air pollution crisis. The Commission and Member States knew in 2004- The report also finds that Member States failed to 2005 that there were discrepancies between the apply financial or legal penalties on car manufacturers An estimated 75,000 people died prematurely due to emission test results obtained from diesel cars in in the aftermath of ‘Dieselgate’. -
CNM Internacional Nº 18/2004
@ International Bulletin May 04, 2006 Volkswagen to Cut Jobs in Brazil Volkswagen to Cut Jobs in Brazil as Stronger Real Hurts Exports Volkswagen AG, Europe's largest carmaker, plans to cut thousands of jobs in Brazil as the country's strengthening currency makes its exports unprofitable. The unit, which sells 42 percent of its output abroad, said the job cuts will reduce labor costs by 25 percent in the production of new car models. Should the firings take place this year, the unit will post its first operating profit since 2004, said Hans-Christian Maergner, president of VW's Brazilian operation. “The results of the Brazilian company are still not at a satisfactory level,'' Chief Executive Officer Bernd Pischetsrieder told shareholders at the annual meeting today in Hamburg. ``This is because of the strong real and the resulting export losses. Capacity has to be adjusted to reflect this situation.'' VW, Brazil's fifth-largest exporter, forecasts its exports from the country will fall 40 percent through 2008 while output will drop by 100,000 units after the currency gained 71 percent against the dollar since 2003. Exports would again be profitable at an exchange rate from 3.1 reais to 2.9 reais, Maergner said. Higher labor and material costs have also eaten into profits margins on Fox compact cars, which are made in the plant in Sao Bernardo do Campo, in the metropolitan area of Sao Paulo, Maergner said. The company is basing its reorganization plans on a foreign exchange-rate forecast of 2.25 reais per dollar through 2008, Maergner said. -
Hydraulics Cover
HYDRAULIC COMPONENTS (1980 - 2003) All Crewe-built Rolls-Royce and Bentley models excluding Rolls-Royce Silver Seraph, Bentley Arnage and Bentley Continental GT GENUINE PARTS. KEEP IT ORIGINAL AUTHORISED DEALER: FOR MORE INFORMATION PLEASE VISIT OUR WEBSITE www.bentleymotors.com Bentley, the ‘B’ in wings device and Crewe Genuine are registered trademarks. All products for Bentley Motors are subject to continuous development. © 2005 Bentley Motors Limited. Printed in England. GENUINE PARTS BENTLEY CREWE-BUILT ROLLS-ROYCE Model Chassis/VIN Production/ Actuation Levelling Rear Accumulators Front Model Chassis/VIN Production/ Actuation Levelling Rear Accumulators Front Number Range Model Year**** Assy Calipers & Pumps Calipers Number Range Model Year**** Assy Calipers & Pumps Calipers Corniche Bentley Corniche RR - Convertible 50003 50757 1980 1980 A * Ca D Ea - Convertible 50003 50757 1980 1980 A * Ca D Ea - Convertible 02499 07941 1981 1984 A * Ca D Ea - Convertible 01557 07941 1981 1984 A * Ca D Ea - Convertible 07942 10382 1984 1985 A Bb Ca D Eb - Convertible 07942 21668 1984 1987 A Bb Ca D Eb - Two Door Saloon 50003 50757 1980 1980 A * Ca D Ea - Two Door Saloon 50003 50757 1980 1980 A * Ca D Ea Mulsanne 01009 07567 1980 1983 A * Ca D Ea Corniche II 15992 29289 1987 1989 A Bb Ca D Eb 07568 08169 1983 1983 A * Ca D Eb Corniche III 30001 30636 1990 1991 A Bc Ca D Eb 08170 16928 1984 1986 A Ba Ca D Eb Corniche IV 40001 50170 1992 1995 A Bc Ca D Eb Mulsanne Turbo 04233 08079 1982 1983 A * Ca D Eb Corniche S 50086 50156 1995 1995 A Bc Ca D -
ANNUAL REPORT 2005 ANNUAL REPORT 2005 Chronik 2005 >>>
V OLKSWAGEN AG ANNUAL REPORT 2005 ANNUAL REPORT 2005 REPORT ANNUAL chronik 2005 >>> key figures volkswagen group Volume Data 2005 2004 % Vehicle sales (units) 5,192,576 5,142,759 + 1.0 Production (units) 5,219,478 5,093,181 + 2.5 Employees at Dec. 31 344,902 342,502 + 0.7 Financial Data (IFRSs), € million 2005 20041) % Sales revenue 95,268 88,963 + 7.1 Operating profit before special items 3,143 2,037 + 54.3 Special items 351 395 – 11.1 Operating profit after special items 2,792 1,642 + 70.0 Profit before tax 1,722 1,088 + 58.2 Profit after tax 1,120 697 + 60.7 Cash flows from operating activities 10,810 11,457 – 5.6 Cash flows from investing activities 10,466 15,078 – 30.6 Automotive Division2) Cash flows from operating activities 8,112 8,881 – 8.7 Cash flows from investing activities 5,721 7,046 – 18.8 of which: investments in property, plant and equipment 4,316 5,425 – 20.4 as a percentage of sales revenue 5.0 6.8 capitalized development costs 1,432 1,501 – 4.6 as a percentage of sales revenue 1.7 1.9 Net cash flow 2,391 1,835 + 30.3 Net liquidity at Dec. 31 706 – 1,912 x Return ratios in % 2005 20041) Return on sales before tax 1.8 1.2 Return on investment after tax (Automotive Division) 2.6 1.3 Return on equity before tax (Financial Services Division) 18.9 20.0 1) Restated. 2) Including allocation of consolidation adjustments between the Automotive and Financial Services divisions. -
Download PDF, 45 Pages, 7.55 MB
FACTSANDFIGURES NAVIGATOR2008 TABLE OF CONTENTS Table of Contents 3 The Volkswagen Group 4 Board of Management of Volkswagen AG 6 Supervisory Board 7 Key Figures of the Volkswagen Group 8 Five-Year Review 10 Volkswagen Share Key Figures 12 Share Price Development from Dec. 2002 to Dec. 2007 14 Significant Group Companies 16 Production Network 18 Germany 18 Europe 20 North/South America and South Africa 24 Asia/Pacific 25 Deliveries to Customers 26 Competitive Situation 33 Market Shares of New Passenger Car 33 Registrations by Country New Passenger Car Registrations by Market 34 Developments in Workforce 36 Employees in Technical Development 40 General Procurement Information 42 Procurement Volumes by Brand and Company 42 Organisational Charts 43 Volkswagen Passenger Cars 43 Audi 44 Bentley 45 Bugatti 46 Lamborghini 47 SEAT 48 ãkoda 49 Volkswagen Commercial Vehicles 50 Volkswagen Financial Services AG 51 Historical Notes 52 The Current Model Range of the Volkswagen Group 72 Volkswagen Passenger Cars 72 Audi 77 Bentley 80 Bugatti 81 Lamborghini 81 SEAT 82 ãkoda 83 Volkswagen Commercial Vehicles 85 THE VOLKSWAGEN GROUP www.volkswagen-media-services.co m The Volkswagen Group with its headquarters in Wolfsburg is Each brand has its own character and operates as an in one of the world’s leading automobile manufacturers and the dependent entity on the market. The product range extends largest carmaker in Europe. In 2007, the Group increased the from lowconsumption small cars to luxury class vehicles. number of vehicles delivered to customers to 6.189 million In the commercial vehicle sector, the product offering spans (2006: 5.734 million), corresponding to a 9.8 percent share of pick ups, busses and heavy trucks. -
The Volkswagen Group, Part a (2002 - Aug 2015): Reaching for the Top Case Study
The Volkswagen Group, Part A (2002 - Aug 2015): Reaching for the top Case Study Case Study The Volkswagen Group Part A: 2002 - Aug 2015 Reaching for the top In progress: Part B (Sept-Oct 2015) Disaster in the integrated corporation This case was written by Günter Müller-Stewens (University of St Gallen) and Joachim Stonig (University of St. Gallen). We thank Thomas Schlenzig and Manuel Strasser who helped to write, refine and improve the case significantly. The case is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. The case was compiled from published sources. This case will be part of the University of St. Gallen case collection at the Case Centre: http://www.thecasecentre.org/educators/ordering/whatsavailable/collections/stgallen © Aug 2015, Version 1.1, University of St. Gallen No part of this publication may be copied, stored, transmitted, reproduced or distributed in any form or medium whatsoever without the permission of the copyright owner. 1 The Volkswagen Group, Part A (2002 - Aug 2015): Reaching for the top Case Study "I'm profoundly convinced that we can be the world's most successful car producers in a few years"1, said Martin Winterkorn in 2007, one year after becoming CEO of Volkswagen AG. "VW conquers the world. Germany’s biggest carmaker is leaving rivals in the dust." was the Economist cover story on 7.7.12. And the 2014 financial year seemed to confirm Winterkorn's prognosis. Sales of € 202.5 bn. (2007: € 108.9 bn.) succeeded in toppling Toyota's status as best selling automobile group (Toyota: 2007: € 159.7 bn.; 2014: € 191.5 bn.) thus attaining Winterkorn's goal in terms of sales. -
Porsche to Increase Volkswagen Stake Today, Make Takeover Bid, Bloomberg, 03/26/2007
Porsche to Increase Volkswagen Stake Today, Make Takeover Bid, Bloomberg, 03/26/2007 Porsche to Increase Volkswagen Stake Today, Make Takeover Bid By Chad Thomas and Jeremy van Loon March 26 (Bloomberg) -- Porsche AG, the world's most profitable carmaker, plans to raise its stake in Volkswagen AG today to 31 percent, triggering a legal requirement for a takeover bid as it solidifies control over Europe's largest carmaker. Porsche, based in Stuttgart, Germany, will offer 100.92 euros an ordinary share, 14 percent less than the March 23 close in Frankfurt trading that valued the company at 42.7 billion euros ($56.7 billion), the sports-car maker said March 24. Volkswagen Chairman Ferdinand Piech, whose family controls Porsche, has steadily increased his influence since Porsche first bought a stake a year and a half ago, installing Porsche executives on the Volkswagen board, forcing out the Volkswagen chief executive officer and winning another term as chairman. A bid now will help block any rival offer as a German law that prevents a Volkswagen takeover is invalidated by a European court. ``With such an unattractive offer they certainly do not run the risk of winning a majority stake,'' said Christopher Kummer, the director of the Institute of Mergers, Acquisitions and Alliances at Webster University in Vienna. ``In the long run, however, anything short of a majority stake won't make any sense.'' Porsche has secured a 35 billion-euro line of credit to finance the purchase of Wolfsburg-based Volkswagen, though doesn't want a majority stake at this time, Frank Gaube, a Porsche spokesman, said yesterday. -
Complaint of Paice Llc and Abell Foundation, Inc
UNITED STATES INTERNATIONAL TRADE COMMISSION WASHINGTON, D.C. 20436 In the Matter of Investigation CERTAIN HYBRID ELECTRIC VEHICLES No. 337-TA AND COMPONENTS THEREOF COMPLAINT OF PAICE LLC AND ABELL FOUNDATION, INC. UNDER SECTION 337 OF THE TARIFF ACT OF 1930. AS AMENDED COMPLAINANTS: PROPOSED RESPONDENTS: Paice LLC Volkswagen AG 11I South Calvert Street, Suite 2310 Brieffach I849 Baltimore, MD 21202 D-38436 Wolfsburg Tel: (410) 539-1007 Germany Tel: +49-5361-9-0 Abel] Foundation, Inc. I I I South Calvert Street, Suite 2300 Volkswagen Group of America, Inc. Baltimore, MD 21202 ' 2200 Ferdinand Porsche Dr. Tel: (410)547-1300 Herndon, VA 20171 Tel: 703-364-7000 COUNSEL FOR COMPLAINANTS: Dr. lng. H.C. F. Porsche AG Ruffin B. Cordell Porscheplatz 1 Linda Liu Kordziel D-70435 Stuttgart Ahmed J. Davis Germany Thomas S. Fusco Tel: +49-711911-0 Brian J. Livedalen FISH & RICHARDSON P.C. Porsche Cars North America, Inc. 1425 K Street NW, Suite 1100 980 Hammond Drive, Suite 1000 Washington, DC 20005 Atlanta, GA 30328 Tel: (202) 783-5070 Tel: (610) 252-5747 Fax: (202)783-2331 Audi AG Ettinger Stral3e D-85045, Ingolstadt Germany V ' Tel: +49-084189-0 Audi of America, LLC 2200 Ferdinand Porsche Dr. Herndon, VA 20171 Tel: 703-364-7000 TABLE OF CONTENTS Page INTRODUCTION ............................................................................................................ .. A. OVERVIEW ......................................................................................................... .. B. PAICE AND ABELL BACKGROUND ............................................................. -
From Wikipedia, the Free Encyclopedia Audi Type Private Company
Audi From Wikipedia, the free encyclopedia Audi Private company Type (FWB Xetra: NSU) Industry Automotive industry Zwickau, Germany (16 July Founded 1909)[1] Founder(s) August Horch Headquarters Ingolstadt, Germany Production locations: Germany: Ingolstadt & Neckarsulm Number of Hungary: Győr locations Belgium: Brussels China: Changchun India: Aurangabad Brazil: Curitiba Area served Worldwide Rupert Stadler Key people Chairman of the Board of Management, Wolfgang Egger Head of Design Products Automobiles, Engines Production 1,143,902 units (2010) output (only Audi brand) €35.441 billion (2010) Revenue (US$52.57 billion USD) (including subsidiaries) €1.850 billion (2009) Profit (US$2.74 billion USD) €16.832 billion (2009) Total assets (US$25 billion USD) €3.451 billion (2009) Total equity (US$5.12 billion USD) Employees 46,372 (2009)[2] Parent Volkswagen Group Audi do Brasil e Cia (Curitiba, Brazil) Audi Hungaria Motor Kft. (Györ, Hungary) Audi Senna Ltda. (Brazil) Automobili Lamborghini Subsidiaries Holding S.p.A (Sant'Agata Bolognese, Italy) Autogerma S.p.A. (Verona, Italy) quattro GmbH (Neckarsulm, Germany) Website audi.com Audi AG (Xetra: NSU) is a German automobile manufacturer, from supermini to crossover SUVs in various body styles and price ranges that are marketed under the Audi brand (German pronunciation: [ˈaʊdi]), positioned as the premium brand within the Volkswagen Group.[3] The company is headquartered in Ingolstadt, Germany, and has been a wholly owned (99.55%)[4] subsidiary of Volkswagen AG since 1966, following a phased purchase of its predecessor, Auto Union, from its former owner, Daimler-Benz. Volkswagen relaunched the Audi brand with the 1965 introduction of the Audi F103 series.