DOCSLIB.ORG

Virtual Solutions Help to Keep Trade Flowing

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Virtual Solutions Help to Keep Trade Flowing www.autofile.co.nz OCTOBER 2020 THE TRUSTED VOICE OF THE AUTO INDUSTRY FOR MORE THAN 30 YEARS Virtual solutions help to keep trade flowing Companies across the motor-vehicle sector are conjuring up high-tech ideas to survive and grow in the ‘new normal’ How green is p 12 he automotive industry is Japan’s fleet? showing its creative side with a range of innovations Tto help companies continue to do business during the coronavirus pandemic. Changing Covid-19 alert levels, restrictions in travel and the need to p 21 conduct contactless trading have all forced many businesses to rethink how they run their operations. It has led to apps, video-call systems and biometric programs Maserati enters new era being developed specifically for commercial purposes across the Biometrics are being used in contactless transactions – find out why inside this issue motor-vehicle sector, from those Podcasts importing from Japan through to vehicles post-lockdowns. auctions and make their decisions share racing finance companies issuing car loans. With dealers unable to get to on what they want to buy – while expertise While some fresh approaches Japan because of the closure of still in New Zealand. have been short-term solutions, international borders to select Mike Tyler, chief executive others look set to stay and are and buy stock, Autoterminal NZ officer, says the company hopes p 22 being further enhanced by service has innovated to continue doing that by embracing a digital providers across the supply chain. business and maintain the flow of approach it will make it easier for The innovations have been used imports across the border. dealers to carry on doing their jobs. driven by necessity. The inability It is now effectively bringing “The system we’ve developed to travel overseas is one factor, Japan direct to its customers uses technology to give dealers while ideas have grown in response by developing a virtual buying a similar experience to what they Dealer liable to the changing expectations of experience that uses video calling would have if they went to Japan,” consumers looking to purchase to allow traders to look around he told Autofile. for chassis rust p 25 [continued on page 4] GLOBAL VEHICLE LOGISTICS NZ - JAPAN - AUSTRALIA - UK - EUROPE Doing business with Jacanna just got MORE REWARDING! We have partnered with SmartTrade, New Zealand's premier business-to-business rewards programme, to reward you for every shipment made with us. Earn points that can be used to get virtually any reward you want!* Vehicle Shipping General Freight Vehicle Tracking Shipping Schedule Rewards Programme Load it >> Ship it >> Track it >> Clear it >> Deliver it jacanna.co.nz/rewards Tel: +64 9 825 0888 *Terms and conditions apply. Doing business with Jacanna just got Call Steve Owens now on 021 947 752 GUEST EDITORIAL MORE REWARDING! Greener fleet needs DIRECTORS EDITOR to be top priority Brian McCutcheon Darren Risby [email protected] [email protected] We have partnered with SmartTrade, New Zealand's premier business-to-business ph. 021 455 775 What’s the plan to cut transport emissions? New JOURNALISTS Darren Wiltshire Sue Brebner-Fox rewards programme, to reward you for every shipment made with us. Zealand must agree one soon, says Mark Gilbert [email protected] [email protected] ph. 021 0284 7428 Earn points that can be used to get virtually any reward you want!* Matthew Lowe [email protected] don’t wish to be likely influence models DESIGNER alarmist, but here’s available here in New Adrian Payne MOTORSPORT the deal – the EU has Zealand. [email protected] Mark Baker [email protected] Ibeen rigorous in its desire Little has been said to lower emissions. about the future make- Up until 2020, its up of our fleet, which Autofile magazine is also available online as a readable file or downloadable as a PDF. Subscriptions are available at Autofile Online – www.autofile.co.nz. target for the fleet was is surprising given Back copies are also available on the website. 130gCO2/km and most MARK GILBERT our commitments to Copyright: Published monthly by 4Media Ltd, Vehicle Shipping General Freight Vehicle Tracking Shipping Schedule Rewards Programme marques selling there Drive Electric decarbonise transport PO Box 6222, Dunedin 9059. seemed to achieve this. and achieve net-zero All statements made, although based on information believed to be After January 1, 2020, this carbon by 2050. accurate and reliable, cannot be guaranteed, and no liability can be accepted for any errors or omissions. Reproduction of Autofile in became 95gCO2/km. Over the next Hence my question, what’s the print or digital format in whole or part without written permission, five years or so, it will go down to plan? Over the past three years, the whether by copying or any other means, is strictly forbidden. Load it >> Ship it >> Track it >> Clear it >> Deliver it about 75g with big implications government has brought little or All rights reserved. ISSN 0112-3475 (print) ISSN 2350-3181 (online) for car makers if they miss it. The no change to National’s initiatives potential for fines is about NZ$22 from 2016. billion. Fossil-fuelled cars cannot To stimulate debate, Drive contribute much to this target, Electric Inc has pushed out hence the move to more low- a call to action to the main emission vehicles. parties contesting the election. Vehicle Inspection NZ Failing to meet targets will Ambitiously, it suggests our fleet result in one of two outcomes. will need to have 250,000 EVs on One is paying those huge fines our roads by 2025 to have any Entry Certification by lowering shareholder returns hope of achieving our net zero- or increasing prices to recover carbon target. Specialists costs from customers. Both are It is based on this country unpalatable. The other is to not sell needing to cut emissions by about products in what’s one of the most 60 per cent by 2030 to stay within profitable markets for marques. the 1.5 degrees of warming, the The EU isn’t interested in target in the Zero Carbon Act. delaying the introduction of these The overall goal is to achieve a measures, which is why the likes plan for our automotive industry that of Porsche, Ferrari, Audi, BMW, also signals to consumers, fleets, and Daimler and Volkswagen are finance and lease companies that advancing models that are mostly changes are coming. battery electric or plug-in hybrids. We need a plan that signals the All very interesting, I hear where and when, and to inform you say, but what’s the point? Kiwis about options they will have Many European countries have – options that factor in all forms of signalled bans on pure fossil-fuel mobility be that a bicycle, public and non-plug-in hybrid vehicles transport, car-sharing and others. between 2025 and 2040. This The automotive world is changing • Entry Certification for imported cars • Vehicle Appraisals • Pre-Purchase Inspections • WoF • CoF • Road User Charges includes the UK, which has stated fast. That’s why we need a plan. jacanna.co.nz/rewards • Registration & relicensing • Exhaust emission testing this will happen from 2032. That’s not far away in lifecycle terms Drive Electric’s EV discussion document in Tel: +64 9 825 0888 depth; why we need a bipartisan roadmap and, being one of the largest to decarbonise its light fleet and five key 0800 GO VINZ VINZ.CO.NZ right-hand-drive markets, it will policy platforms – page 18 *Terms and conditions apply. www.autofile.co.nz 3 news [continued from page 1] “We’ve decided to do this aspect of the supply chain, the car t because a good portion of our industry is proving surprisingly customers purchase vehicles by resilient with auctions, port going to Japan and buying them, facilities and shipping seeming to but in this Covid-19 world they cope well. can’t do that. They’re now 100 per The main challenge, which cent reliant on us and the guys in no-one expected, is stock supply Japan to buy cars for them. from Japan. The volume of sales in “By using video calls, they can Restrictions on travelling in and out of New Zealand mean businesses are having to get smart New Zealand and reduced supply still see everything at the auction with technology, such as video conferencing. Photo: Brett Phibbs / Auckland Airport in Japan has put huge pressure while getting immediate feedback on suppliers to secure stock for on vehicle condition from our taken to anywhere else around the the system in Queenstown and it customers. auction staff. With our set-up, they country. worked well.” “The virus hasn’t stopped are easily able to do the market “A benefit of taking customers Tyler estimates about 10 to 15 anything. It’s just created a different and pricing research. to Japan was they could see per cent of business has previously way of doing business. It has made “This isn’t a magic bullet to vehicles and we had their full been done through buying trips, the process of buying cars harder solve all the problems for buying attention. They were out of their with those dealers preferring to see because there are things you have vehicles, but it’s a solution to help yards and not distracted by the vehicles for themselves in Japan. to think about that maybe you meet customers’ needs in changed goings-on of car dealerships. If we However, Autoterminal’s didn’t need to before. circumstances.” take them out of that usual work innovation aims to maintain an “Our industry is doing better at Autoterminal has trialled the environment and into a space effective method of buying until this stage than anyone anticipated system with a handful of dealers dedicated to buying cars, then international borders reopen.
Load more

Recommended publications
  • KOC SS RAPORU 08 Buke.Fh11
    Corporate Social Responsibility Report 2008 Contents 02 Message from the Chairman Message from the CEO of the Ko Group 04 06 Scope of the Report Values of the Ko Group 07 08 Creating Value at Ko R&D and Innovation at Ko 10 18 Social Responsibility at Ko Group Respect for Human Rights at Ko Group 32 38 Working Environment at Ko Group Environmentally-Friendly Practices of Ko Group 50 66 Ethical Values at Ko The Global Compact 69 THE KO GROUP 01 CORPORATE SOCIAL RESPONSIBILITY REPORT 2008 We, Ko Group, with all our people, aspire to ensure customer satisfaction and sound growth by providing products and services of universal quality and standards. We are committed to being a symbol of trust, continuity and esteem for our country, customers, shareholders, dealers, and suppliers. Message from the Chairman We regard corporate social responsibility as an indispensible part of our business approach, in line with the conscience transmitted to us by the late Vehbi Ko. Distinguished Shareholders, In the era of globalization, even though there are still humanity, the coming generations, and for ourselves as geographic boundaries, economic boundaries no longer well. exist. Developments in one country affect another country on the other side of the world with unprecedented speed. During this difficult crisis period that, we, the Ko Group, The latest example is the financial crisis originating in the continue to be a driving force forwards economic U.S.A. and causing turbulence in all economies around development with domestic investments, steps towards the world in a very short time. developing new sectors of production, and our globally known brands.
    [Show full text]
  • Main Heading Goes Here
    Karsan Turkey / equity / automotive Turnaround story begins in 2015 May 21, 2014 Turning into an OEM producer from contract auto manufacturer. Karsan has been MARKET OUTPERFORMER producing commercial vehicles for the world’s leading brands such as Peugeot, Renault (initiated) and Hyundai through its flexible manufacturing facilities. However, it has been suffering KARSN.IS KARSN TI from being a contract manufacturer as the profitability is very low for contract manufacturers. Eventually, Karsan has decided to become an OEM producer, producing Stock Data its own products rather than being a contract manufacturer, and taken some steps (such Current Price (TL) 1.16 as; Hyundai deal, expiry of PSA and Renault agreements, enrichment of product mix 12M Target Price (TL) 1.60 with own brands and establishing a JV with Chinese producer) to improve its profitability Upside potential 38% and balance sheet, which will start paying off in 2015. Current Mcap (TLmn) 534 Hyundai deal to ignite turnaround. Karsan signed an agreement with Hyundai Motor Free Float (FF) 34.35% Company (HMC) for the production of more than 200k light commercial vehicles FF. Mcap (TLmn) 183 between 2014-2021. According to our calculation, Karsan will generate more than TL1bn Foreign Share in FF 3.26% Report priced as of May 20, 2014 revenue from (protected by take-or pay clause) Hyundai vehicle sales in 2015 (2014E top-line: TL537mn), totaling c.TL15.7bn between 2014-2021. Relative Performance to BIST-100 Strong growth in P&L is on the way. Deriving strength from Hyundai project, 1m 3m 6m 12m profitable BredaMenarinibus sales and upcoming new product launches, we expect the 10% 5% 8% 31% company to post substantial growth in P&L as we expect revenues, EBITDA and net Avg.
    [Show full text]
  • Ford Accelerates European Transformation Focus on Products, Brand and Costs to Drive Profitable Growth
    FORD ACCELERATES EUROPEAN TRANSFORMATION FOCUS ON PRODUCTS, BRAND AND COSTS TO DRIVE PROFITABLE GROWTH One Ford plan focused on product, brand and costs to drive profitable growth in Europe Unprecedented new product acceleration will bring 15 global vehicles to Europe within five years, delivering a model lineup that is among the region’s freshest to drive revenue and margin improvement Ford is taking actions to strengthen its brand image in Europe, emphasizing class-leading quality, fuel efficiency, safety, smart technology and value Cost efficiency actions include planned closure of three European facilities, relocating production of key products for improved plant utilization and workforce reductions. Plans would reduce installed vehicle assembly capacity 18 percent or 355,000 units; yields gross annual savings of $450 million to $500 million Projecting profitability in Europe by mid-decade; targeting long-term operating margin of 6-8 percent; European loss for 2012 expected to exceed $1.5 billion Overall, excluding special items, total company pre-tax profit and earnings per share for the third quarter are better than the second quarter, despite a substantial loss in Europe; still projecting strong total company full year pre-tax profit with positive Automotive operating-related cash flow COLOGNE, Germany, Oct. 25, 2012 – Ford Motor Company today is announcing more details of its plan to achieve profitable growth in its European operations through an unprecedented focus on new products, a strong brand and increased cost efficiencies. Last month, Ford announced plans to launch an array of new products leveraging Ford’s global portfolio to seize growth opportunities in segments such as large cars, sport utilities and commercial vehicles.
    [Show full text]
  • Investor Presentation March 2021 Public Contents 2
    Public Investor Presentation March 2021 Public Contents 2 . About Ford Otosan 3 . Plants and Facilities 11 . Products 19 . Electrification Roadmap 26 . Investment Case 31 . Operating and Financial Performance 55 . Sustainability Commitment 76 . Covid-19 Update 93 . Guidance 97 . Contacts 98 Public 3 About Ford Otosan Public Company Profile 4 Key Indicators, 2020 Revenues $7.0 billion Export Revenues $4.9 billion EBITDA $815 million Ford Motor Co.* Koç Group Ford Otosan Profit Before Tax $585 million 41% 41% Net Profit $598 million ROE 59.6% Free Float EBITDA margin 11.6% 18% Annual Production Capacity 455,000 Gölcük (Transit & Custom) 330,000 Yeniköy (Courier) 110,000 Eskişehir (Cargo) 15,000 Paid-in Capital: TL 350,910,000 Total Employees 12,517 Traded on Borsa Istanbul since 13 January 1986 Hourly 9,913 Ticker: FROTO.IS Salaried 2,604 * Ford Deutschland Holding GmbH: %100 owned by Ford Motor Company Public Ford Otosan at a Glance 5 First Turkish passenger car Anadol (1966) Pioneer of Turkish Turkey’s first domestic diesel engine Erk (1986) automotive Turkey’s first private R&D center in automotive (1961) First export of Turkish automotive to the US (2009) Turkey’s export champion Strong value Turkey’s 2nd largest industrial enterprise contribution Highest employment in Turkish automotive Ford’s largest commercial vehicle manufacturer in Europe Leadership and Widest product range in Turkish automotive scale 39% market share in Turkish commercial vehicles Public Leading the Turkish Automotive Industry 6 of Turkey’s of Turkey’s Total automotive
    [Show full text]
  • Investor Presentation February 2020 Public Contents 2
    Public Investor Presentation February 2020 Public Contents 2 . About Ford Otosan 3 . Plants and Facilities 11 . Products 19 . Investment Case 26 . Operating and Financial Performance 50 . Sustainability Commitment 72 . Guidance 86 . Contacts 87 Public 3 About Ford Otosan Public Company Profile 4 Key Indicators, 2019 Revenues $6.9 billion Export Revenues $5.9 billion EBITDA $563 million Ford Motor Co.* Koç Group Ford Otosan Profit Before Tax $342 million 41% 41% Net Profit $343 million ROE 42.0% Free Float EBITDA margin 8.2% 18% Annual Production Capacity 455,000 Gölcük (Transit & Custom) 330,000 Yeniköy (Courier) 110,000 Eskişehir (Cargo) 15,000 Paid-in Capital: TL 350,910,000 Total Employees 10,899 Traded on Borsa Istanbul since 13 January 1986 Hourly 8,290 Ticker: FROTO.IS Salaried 2,609 * Ford Deutschland Holding GmbH: %100 owned by Ford Motor Company Public Ford Otosan at a Glance 5 First Turkish passenger car Anadol (1966) Pioneer of Turkish Turkey’s first domestic diesel engine Erk (1986) automotive Turkey’s first private R&D center in automotive (1961) First export of Turkish automotive to the US (2009) Turkey’s export champion Strong value Turkey’s 2nd largest industrial enterprise contribution Highest employment in Turkish automotive Ford’s largest commercial vehicle manufacturer in Europe Leadership and Widest product range in Turkish automotive scale 34% market share in Turkish commercial vehicles Public Leading the Turkish Automotive Industry 6 25% 34% of Turkey’s of Turkey’s Total automotive Commercial vehicle production
    [Show full text]
  • Koç Group Sustainability Report 2019 Contents
    Koç Group Sustainability Report 2019 Contents 3 About the Report 4 Ömer M. Koç / Chairperson’s Letter 35 Act for the planet. Together 5 Levent Çakıroğlu / CEO’s Letter 38 Climate Change 6 Koç Group At a Glance 39 Improving our Energy Efficiency 7 Our Manifesto 40 Managing Water Risks 9 Pathway to Lead. Together 41 In Practice: Addressing Climate Change Impacts 11 Delivering the UN Sustainable Development Goals 42 Waste Management 43 In Practice: Business Plastics Initiative 12 Grow the business. Together 44 In Practice: Circular Economy and Tackling Plastic Wastes 14 Digital Transformation 45 Biodiversity 16 In Practice: KoçDigital & KoçDigital Academy 17 In Practice: BotGen & Yapı Kredi Bank Whatsapp Service 46 Strengthen communities. Together 18 Privacy and Cybersecurity 47 Strengthen Communities. Together 19 Innovation 48 In Practice: For My Country: I Design the Future 20 Koç Innovation Program 49 In Practice: Investing in 21st Century Skills in Vocational Training 21 In Practice: Office-Free Renting 50 Gender Equality 22 Suppliers and Distributors 51 In Practice: Partnering with HeForShe Impact 10x10x10 Initiative 23 Empower people. Together 52 Corporate Governance and Risk Management 25 Koç Group Employees in 2019 54 Sustainability Governance across Koç Group 26 Future Talent 57 Making It Happen with Stakeholders 27 Talent Management 61 Materiality Analysis 29 In Practice: Personal Development Program 63 Performance Indicators 30 In Practice: Agile Transformation 63 Social Performance Indicators 31 Diversity and Inclusion 64 Environmental Performance Indicators 32 In Practice: AI Female Talent 65 GRI Content Index 33 Performance Management 34 Health and Safety Koç Group Sustainability Report 2019 2 About the Report Our 2019 Sustainability Report is prepared to share our indicators.
    [Show full text]
  • Ford Motor Company One American Road Dearborn, MI 48126 U.S.A
    Report Home | Contact | GRI Index | Site Map | Glossary & Key Terms This report is structured according to our Business Principles, which you can access using the colored tabs above. This report is aligned with the Global Reporting Initiative (GRI) G3 Sustainability Reporting Guidelines released in October 2006, at an application level of A+. See the GRI Index ● Print this report "Welcome to our 2006/7 Sustainability Report. These are challenging times, not only for our Company but for our planet and its inhabitants. The markets for our products are changing rapidly, and there is fierce competition everywhere we operate. Collectively, we face daunting global sustainability ● Download resources challenges, including climate change, depletion of natural resources, poverty, population growth, urbanization and congestion." ● Send feedback Alan Mulally, President and CEO Read the full letter from Bill Ford, Executive Chairman Alan Mulally and Bill Ford Fast track to data: ● Products and Customers ● Vehicle Safety ● Environment ● Quality of Relationships ● Community ● Financial Health ● Workplace Safety Overview Our industry, the business environment and societal expectations continue to evolve, and so does our reporting. Learn about our Company and our vision for sustainability. Our Impacts As a major multinational enterprise, our activities have far-reaching impacts on environmental, social and economic systems. Read about our analysis and prioritization of these issues and impacts. Voices Nine people from inside and outside Ford provide their perspectives on key challenges facing our industry and how Ford is responding, including “new mobility,” good practices in the supply chain and the auto industry’s economic impact. This report was published in June 2007.
    [Show full text]
  • Automotive and Spare Parts
    © Republic of Turkey - Ministry of Economy, 2012 0 AUTOMOTIVE AND SPARE PARTS TURKEY’S VEHICLE INDUSTRY Production Vehicle industry production in Turkey dates back to the mid-1950s and the industry gained momentum in the early 1960s. After manufacturing some prototype vehicles during the 1950s, the first vehicle assembly company was established in 1954 (Turk Willys Overland Ltd.) for jeep manufacturing. By 1955, trucks, and by 1963, buses were being assembled in Turkey. Then passenger car assembly companies, namely TOFAŞ (FIAT), OYAK (RENAULT) and OTOSAN (FORD) began operations in the next three years. In 1966, the industry also began to assemble its own cars (OTOSAN). The Turkish-made passenger car of those times, “ANADOL”, is nostalgia now. The two major producers of cars, TOFAŞ and OYAK-RENAULT, under Italian and French licenses respectively, established their production lines in 1971. Recently, Japanese and South Korean car manufacturers have established joint-ventures in Turkey. In 1999, Turkish truck manufacturer BMC began to export its own design trucks to the United Kingdom, Spain and Portugal. As to passenger cars and light commercial vehicles, Turkish manufacturers are becoming world production centers of global companies, with whom they have license agreements. At present, Turkey is the biggest light commercial vehicle and bus manufacturer in the European Union. Today, 13 companies are manufacturing various types of vehicles such as passenger cars, buses, trucks, pick-ups, mini and midi-buses and trailers. Five companies are producing passenger cars (FIAT, HONDA, HYUNDAI, RENAULT, TOYOTA), ten companies are producing pick-ups and trucks (ANADOLU ISUZU, BMC, FORD OTOSAN, HYUNDAI, KARSAN, M.A.N., MERCEDES-BENZ, OTOKAR, TEMSA, TOFAŞ) and nine companies are producing buses and mini buses ( BMC, FORD, HYUNDAI, ANADOLU ISUZU, KARSAN, M.A.N, MERCEDES-BENZ, OTOKAR, TEMSA).
    [Show full text]
  • Ford's 2019 Annual Report
    UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, DC 20549 FORM 10-K Annual report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 For the fiscal year ended December 31, 2019 or Transition report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 For the transition period from __________ to __________ Commission file number 1-3950 Ford Motor Company (Exact name of Registrant as specified in its charter) Delaware 38-0549190 (State of incorporation) (I.R.S. Employer Identification No.) One American Road Dearborn, Michigan 48126 (Address of principal executive offices) (Zip Code) 313-322-3000 (Registrant’s telephone number, including area code) Securities registered pursuant to Section 12(b) of the Act: Title of each class Trading symbols Name of each exchange on which registered Common Stock, par value $.01 per share F New York Stock Exchange 6.200% Notes due June 1, 2059 FPRB New York Stock Exchange 6.000% Notes due December 1, 2059 FPRC New York Stock Exchange Securities registered pursuant to Section 12(g) of the Act: None. Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes No Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes No Indicate by check mark if the registrant (1) has filed all reports required to be filed 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 file such reports), and (2) has been subject to such filing requirements for the past 90 days.
    [Show full text]
  • Ford Europe All-Electric Transit Custom
    NEWS Next Generation Ford Transit Custom All-Electric Coming in 2023; New Vehicle Built in Turkey by Ford Otosan • Next generation Ford Transit Custom range to include all-electric models, built by Ford Otosan in Turkey, advancing Ford’s electrification strategy and commercial vehicle leadership in Europe • Plug-in hybrid, mild hybrid and conventional engine models also available in what will be the most extensive Transit Custom range ever offered to European customers • Next generation Volkswagen 1-tonne commercial vehicle also to be built in Kocaeli as part of the Ford-Volkswagen Alliance; adds valuable scale to vehicle platforms and enhances the customer experience by bringing more technologies to market, faster • Connected services co-developed with commercial vehicle customers designed to enhance the customer experience and help their businesses to thrive • Follows Ford Otosan’s December €2 billion investment forecast in its Kocaeli facilities to increase vehicle and battery pack production and to create more jobs COLOGNE, Germany, Mar. 16, 2021 – Ford today confirmed that the next generation Ford Transit Custom range will include an all-electric model in addition to plug-in hybrid, mild hybrid and conventional engine variants. The new Custom range – which includes the Transit Custom van and Tourneo Custom people mover – goes into production in the first half of 2023, with all-electric versions of both models part of the most extensive Transit Custom range ever offered to European customers. All versions of the next generation Transit Custom will be built by Ford Otosan – Ford’s joint venture in Turkey – in Kocaeli, the home of the Ford Transit range.
    [Show full text]
  • Guide to Assembly Plants in Europe
    Guide to assembly plants in Europe station wagon, S-class sedan and B Lieu Saint-Amand, France (Sevel 3 Ruesselsheim, Germany – hybrid, CL, CLS, SLS AMG; Nord: Fiat 50%, PSA 50%) – Opel/Vauxhall Insignia, KEY Maybach (ends 2013) Citroen C8, Jumpy/Dispatch; Fiat Opel/Vauxhall Astra 5 Ludwigsfelde, Germany – Mercedes Scudo, Scudo Panorama; Peugeot 4 Luton, UK – Opel/Vauxhall Vivaro; BMW GROUP Sprinter 807, Expert Renault Trafic II; Nissan Primastar (See also 2 , 20 ) 6 Hambach, France – Smart ForTwo; 5 Ellesmere Port, UK – Opel/Vauxhall 1 Dingolfing, Germany – BMW ForTwo Electric FORD Astra, AstraVan 5-series sedan, station wagon, M5 7 Vitoria, Spain – Mercedes Viano, (See also 7 ) 6 Zaragoza, Spain – Opel/Vauxhall station wagon, 5-series Gran Vito 1 Southampton, UK – Ford Transit Corsa, CorsaVan, Meriva, Combo Turismo, 6-series coupe, 8 Kecskemet, Hungary – Next 2 Cologne, Germany – Ford Fiesta, 7 Gliwice, Poland – Opel/Vauxhall convertible, M6 coupe, convertible, Mercedes A and B class Fusion Astra Classic and Notchback, Zafira 7-series sedan 3 Saarlouis, Germany – Ford Focus, 8 St. Petersburg, Russia – Chevrolet 2 Leipzig, Germany – BMW 1-series FIAT GROUP Focus ST, Focus Electric (2012) Captiva, Cruze; Opel Antara, Astra (3 door), coupe, convertible, i3 AUTOMOBILES first-generation Kuga A Togliatti, Russia (GM and AvtoVAZ (2013), i8 (2014), X1 (See also 33 , 34 , 35 , 45 ) 4 Genk, Belgium – Ford Mondeo, joint venture) – Chevrolet Niva, Viva 3 Munich, Germany – BMW 3-series 1 Cassino, Italy – Alfa Romeo Galaxy, S-Max sedan, station wagon
    [Show full text]
  • Otokar 2020 Annual Report Contents
    OTOKAR 2020 ANNUAL REPORT CONTENTS 2 CHAIRMAN’S MESSAGE 4 ABOUT 6 OTOKAR IN NUMBERS 7 ComPetITIVE ADVantages 8 SUMMARY FINANCIAL INFORMATION 10 AREAS OF OPERATION 12 MILESTONES 14 HIGHLIGHTS OF 2020 18 GENERAL ASSEMBLY 38 COMMERCIAL VEHICLES 40 DEFENSE INDUSTRY 42 R&D ACTIVITIES 44 CreatIng Value for StakeholDers 48 DIGItal TransformatIon 50 SustaInabILIty 56 Human Resources 58 INVestor RelatIons 60 FUTURE 62 CORPORATE GOVERNANCE 82 FINANCIAL STATEMENTS 157 INFORMATION DOCUMENTS 163 CORPORATE GOVERNANCE COMPLIANCE REPORT 176 GLOSSARY AS WE EMBARK ON NEW JOURNEYS, INTRODUCE FIRSTS, MAKE OUR MARK IN EVERY STEP WE TAKE, KEEP INNOVATING, REACH EACH AND EVERY TARGET, BELIEVING THAT “WE CAN,” TRANSCEND BORDERS WITH OUR BRAND, TRAVEL THE ROADS OF THE WORLD MILE AFTER MILE, PROUDLY ACHIEVE MORE AND MORE FOR OURSELVES AND OUR COUNTRY, OUR GOAL REMAINS THE SAME, NO MATTER WHAT: WE ARE ALWAYS HEADED TOWARD THE FUTURE! OVERVIEW GENERAL ASSEMBLY OTOKAR IN 2020 CORPORATE GOVERNANCE FINANCIAL STATEMENTS INFORMATION DOCUMENT CORPORATE GOVERNANCE COMPLIANCE REPORT CHAIRMAN’S MESSAGE Esteemed Shareholders, Partners and Employees, We left behind a very difficult year that challenged the entire world. We deeply felt impact of pandemic on our fields of operation. From the early days of the pandemic, we took all necessary measures to protect the health of our employees as a priority, ensure business continuity, mitigate the impact and prevent infection. With safe production practices and several measures in place, our operations continued in the healthiest manner. During these trying times, our biggest strength and most valuable asset was our employees as always. I am thankful too all our colleagues for their selfless efforts in ensuring that our company delivered successful results in 2020 despite the pandemic.
    [Show full text]