Climate Change Levy: Reduced Rate Certificate 21 Jul 2017
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Plant Tour Information. Information on Plant Tours at the Mini Plant Oxford
Werk Oxford PLANT TOUR INFORMATION. INFORMATION ON PLANT TOURS AT THE MINI PLANT OXFORD. Around 10,000 people visit No animals. Minimum age. Plant Oxford every year to see Pets or animals of any We differentiate between two booking how MINIs are made. Please kind are not allowed. types, Exclusive group and public. note the following information For an exclusive group children aged before booking a plant tour. Maximum group size. between 10-13 must be accompanied The maximum size for one group by an adult, with a maximum of Booking in advance. is 15 persons. The tour is planned two children to each adult. For Booking in advance is essential. according to the number of people ages 14-18 the ratio is 14 children Plant tours are offered only on days you have registered. Please note that to one adult. For our public tours with running production (normally the tour is held for the registered children aged between 10-17 must be Monday to Friday). Plant tours number of visitors only. Please accompanied by an adult on a ratio usually take place at 9:00/9:30, inform our Service Centre in case the of two children to one adult. To avoid 13:15/13:30 and 16:30/17:30. number of participants has changed. disappointment, please make sure to comply with these requirements. Admission Fee. Filming and photographing. Visitors not complying will not be Reduced admission fee with a Photography and filming is strictly able to take tours as a result. relevant proof: Children and young prohibited in production areas. -
Top 100 Contents
2 3 THE MANUFACTURER TOP 100 CONTENTS CONTENTS INTRODUCTORY PAGES Background 4 Foreword by Daniel Kirmatzis, Head of Digital and Communities The Manufacturer 5 Cranfield University andThe Manufacturer: Driving Excellence, by Professor Mark Jolly 7 Manufacturing Heroes, by Rosa Wilkinson, HVMC 8 Recognising Talent, by Dan Kirkpatrick, Trust Hunter 9 Judging Panel 10 Judging Criteria 13 What it means to be a member of The Manufacturer Top 100 14 The Pledge 15 THE MANUFACTURER TOP 100 16-52 Sponsored by: 2 3 THE MANUFACTURER TOP 100 BACKGROUND BACKGROUND EDITORIAL WHY? We first had the idea forThe Out of the 100 judged to have made Daniel Kirmatzis Manufacturer Top 100 in 2013. There the cut, 20 have been highlighted as Tom Lane was a growing recognition in academic Exemplars, people who make a truly [email protected] studies and parliamentary reports that exceptional contribution to the sector every day. OPERATIONS LEAD there was a lack of visible role models Alice Green in the industry. [email protected] WHAT’S NEXT? All 100 are WHAT? The Top 100 was our catalysts for change. They strive for PRODUCTION response. We wanted to provide innovation, the newest technologies Stuart Moody a showcase for the most inspiring and pioneering business models. They Denise Burrows individuals in industry, to illustrate acclimatise, pivot and plunge forward the enthusiasm and commitment as the markets and competition around present in modern manufacturing and them evolve. They are the driving force to underscore the exciting, well-paid behind the country’s manufacturing and rewarding careers that exist in the renaissance, and to understand their sector. -
10 December 2009
NEWS RELEASE 10 December 2009 LowCVP Technology Challenge winners present eco-innovations to car industry leaders Six small businesses at the leading edge of low carbon innovation in the automotive sector today have the undivided attention of senior executives from global car companies at a LowCVP event chaired by Richard Parry-Jones, co-chair of the new Automotive Council. Axon Automotive, Brunel University, Controlled Power Technologies, EVO-Electric, Libralato and Oxy-Gen Combustion are today announced as the Winners of LowCVP’s Technology Challenge. Winning the Challenge provides these up-and- coming companies with the unique opportunity to pitch their ideas directly to industry leaders. Demonstrating serious interest in sourcing low carbon car solutions are senior executives from Nissan, Jaguar Land Rover, Ford, Tata Motors, General Motors, McLaren Automotive, Modec, Alexander Dennis, SMTC UK, Denso, GKN, Kautex- Unipart, Shell International and TRW. “The Technology Challenge provides a unique opportunity for some of the best of the low carbon automotive technology companies to access potential partners and customers and to learn more about some very innovative technologies” says LowCVP’s Managing Director Greg Archer. “The strong support from major vehicle manufacturers and component suppliers is an indication of their commitment to finding solutions to reduce CO2 emissions from passenger cars and confidence in UK companies’ ability to deliver these solutions.” The LowCVP challenged emerging businesses to help manufacturers achieve less than 80g/km of CO2 from their conventional, internal combustion passenger cars. The event aims to provide an opportunity for collaboration between the developers of new technology and the mainstream automotive industry, in line with one of the recommendations of the New Automotive Innovation and Growth Team (NAIGT) and the activities of the new Automotive Council. -
By Recal Management Divson at 3:52
13V-047 (3 pages) February 7, 20 13 Ms. Nancy Lewis Associate Administrator for Enforcement National Highway Traffic Safety Administration 1200 New jersey Ave., S.E. Washington, DC 20590 RE: Recall Campaign Fuel filler neck missing anti-misfueling device 20 13 Rolls-Royce Phantom Dear Ms. Lewis: This notice is sent to you in accordance with the requirements of the National Traffic and Motor Vehicle Safety Act of 1966 and 49 CFR Part 573. Pursuant to Section 573.6(c), we submit the following information. I. Manufacturer: Rolls-Royce Motor Cars, Ltd. Designated Agent: Samuel Campbell, Ill (pending) Department Head, Safety Engineering and ITS BMW of North America, LLC 200 Chestnut Ridge Rd. (Bldg. ISO) Woodcliff Lake, Nj 07677 2. Make: Rolls-Royce Model Year I Model Inclusive dates of manufacture 20 I 3 I Phantom Nov. 2, 20 12 -jan. 18, 2013 3. The number of vehicles in the affected range is approximately 27. Of these vehicles, 20 are under the care of Rolls-Royce dealers, while 7 have been sold to customers. 4. The percentage of vehicles estimated to contain the condition is less than 5%. 5. The issue involves the fuel filler neck. A batch of incomplete fuel filler necks was provided by the supplier. Specifically, the anti-misfueling device was missing. This Rolls-Royce Motor Cars Rolls-Royce MotOI" Cars NA, LLC Mailina Address: P.O. Box 1227, Westwood. NJ 07675-1227 Office Address: 300 Chestnut Ridge Road. Woodcliff Lake, NJ 07677-7731 Telephone (201) 307-4000 Fax (201) 571-5479 www.rolls-roycemotorcars.com A BMW Group Company device prevents refueling with the wrong fuel type (i.e., diesel), but also discharges static electricity into the metallic structure of the chassis during refueling. -
CAROL BURKE Freng by the US Office of Naval Research
SERIOUS GAMES PROFILE and developers must do more SURGICAL TRAINING than simply deliver prototypes The training of future surgeons presents major challenges to healthcare authorities, especially and products that simply look given the constraints imposed by European directives and reductions in the exposure of surgical impressive. Unfortunately, this trainees to real patients and in-theatre experiences. Given the unprecedented levels of trauma is probably one of the field’s they will face, training military surgeons presents an even bigger challenge. Experiences in biggest weaknesses, with very dangerous operational settings are especially difficult to train realistically using home territory few case studies providing facilities, although exercises using mannequins and volunteer amputees, contribute significantly reliable reports of the real-world to pre-deployment experiences and can help in the psychological desensitisation process when outcomes of well-designed confronted with severe physical trauma. experiments and evaluations. Many specialists in the world of medical training believe that there has never been a more Nevertheless, it is fair to say pressing need to develop effective simulation-based training to fill these gaps, servicing the needs that, while serious games still both of individuals and small teams. have some way to go before Despite many well-funded surgical simulation initiatives, the Virtual Reality arena of the 1990s conclusive statements can failed to deliver a comprehensive suite of training packages for the surgical fraternity. However, as be made as to their training the capabilities of gaming technologies began to gather pace in the early 2000s, the delivery of efficacy (promoting positive toolkits enabling developers to construct real-time simulations of physiological processes (including skills or knowledge transfer the effects of pharmaceuticals on the virtual patient) became more and more evident. -
Karl E. Ludvigsen Papers, 1905-2011. Archival Collection 26
Karl E. Ludvigsen papers, 1905-2011. Archival Collection 26 Karl E. Ludvigsen papers, 1905-2011. Archival Collection 26 Miles Collier Collections Page 1 of 203 Karl E. Ludvigsen papers, 1905-2011. Archival Collection 26 Title: Karl E. Ludvigsen papers, 1905-2011. Creator: Ludvigsen, Karl E. Call Number: Archival Collection 26 Quantity: 931 cubic feet (514 flat archival boxes, 98 clamshell boxes, 29 filing cabinets, 18 record center cartons, 15 glass plate boxes, 8 oversize boxes). Abstract: The Karl E. Ludvigsen papers 1905-2011 contain his extensive research files, photographs, and prints on a wide variety of automotive topics. The papers reflect the complexity and breadth of Ludvigsen’s work as an author, researcher, and consultant. Approximately 70,000 of his photographic negatives have been digitized and are available on the Revs Digital Library. Thousands of undigitized prints in several series are also available but the copyright of the prints is unclear for many of the images. Ludvigsen’s research files are divided into two series: Subjects and Marques, each focusing on technical aspects, and were clipped or copied from newspapers, trade publications, and manufacturer’s literature, but there are occasional blueprints and photographs. Some of the files include Ludvigsen’s consulting research and the records of his Ludvigsen Library. Scope and Content Note: The Karl E. Ludvigsen papers are organized into eight series. The series largely reflects Ludvigsen’s original filing structure for paper and photographic materials. Series 1. Subject Files [11 filing cabinets and 18 record center cartons] The Subject Files contain documents compiled by Ludvigsen on a wide variety of automotive topics, and are in general alphabetical order. -
Your Reference
MINI United Kingdom Corporate Communications Media Information 28 March 2013 STRICT EMBARGO 28.03.2013 00:01 GMT MINI PLANT LEADS CELEBRATION OF 100 YEARS OF CAR- MAKING IN OXFORD Transport Secretary opens centenary exhibition in new Visitor Centre and views multi-million pound investment for next generation MINI Today a centenary exhibition was opened in the new Visitor Centre at MINI Plant Oxford by Transport Secretary Patrick McLoughlin and Harald Krueger, Member of the Board of Management of BMW AG, to mark this major industrial milestone. One hundred years ago to the day, the first ‘Bullnose’ Morris Oxford was built by William Morris just a few hundred metres from where the modern MINI plant stands. With a weekly production of just 20 vehicles in 1913, the business grew rapidly and over the century 11.65 million cars were produced, bearing 13 different British brands and one Japanese. Almost 500, 000 people have worked at the plant in the past 100 years and in the early 1960s numbers peaked at 28,000. Today, Plant Oxford employs 3,700 associates who manufacture up to 900 MINIs every day. Congratulating the plant on its historic milestone, Prime Minister David Cameron said: "The Government is working closely with the automotive industry so that it continues to compete and thrive in the global race and the success of MINI around the world stands as a fine example of British BMW Group Company Postal Address manufacturing at its best. The substantial contribution which the Oxford plant BMW (UK) Ltd. Ellesfield Avenue Bracknell Berks RG12 8TA Telephone 01344 480320 Fax 01344 480306 Internet www.bmw.co.uk 0 MINI United Kingdom Corporate Communications Media Information Date 28 March 2013 MINI PLANT LEADS CELEBRATION OF 100 YEARS OF CAR-MAKING IN Subject OXFORD Page 2 has made to the local area and the British economy over the last 100 years is something we should be proud of." Over the years an array of famous cars were produced including the Morris Minor, the Mini, the Morris Marina, the Princess, the Austin Maestro and today’s MINI. -
Oxford's Supermodel
COVER STORY Oxford’s supermodel The success of the Mini model has prompted serious investment from BMW in the Oxford plant. Maxine Elkin talks to its director of logistics about how the supply chain is supporting growth Mini production began at Oxford in 2001 ive years ago (in April) the Rover plant in Oxford for the Cooper S in the UK. Such success has caused a became the BMW Group’s Mini plant and its few problems. Ralf Hattler, director of logistics at BMW fortunes since have, thankfully, far exceeded those Group Plant Oxford says: “Currently we have the lucky of its predecessor. However, part of the Rover situation of high demand and we are trying to act on this. It inheritance was the physical structure of the is a nice problem to have! The target for us is clear: the date Fproduction plant, which sits on the outskirts of Oxford. we promise it, the customer gets his vehicle. “In addition, we The Rover plant was a much larger entity than the existing want to push the plant’s flexibility and the throughput time.” Oxford facility, spread over some 220 acres and bisected by At the moment the Group is stating that the investment is the city’s ring road. When the site was divided, 110 acres to reduce customer waiting times for this popular model, but of land, which was once the old pressing area, became the logic points to the company extending the range. Rumours manufacturing site and the remaining land has developed have been circulating about production plans for a larger into a multi-use business park. -
Annual Report 2016
ANNUAL REPORT 2016 A New Era Begins CONTENTS 1 4 Page 4 BMW Group in Figures CORPORATE Page 8 Report of the Supervisory Board GOVERNANCE Page 16 Statement of the Chairman of the Page 190 Statement on Corporate Governance (§ 289 a HGB) Board of Management (Part of the Combined Management Report) Page 190 Information on the Company’s Governing Constitution Page 191 Declaration of the Board of Management and of the Supervisory Board pursuant to § 161 AktG 2 Page 192 Members of the Board of Management Page 193 Members of the Supervisory Board COMBINED Page 196 Composition and Work Procedures of the Board of Management of BMW AG and its Committees MANAGEMENT REPORT Page 198 Composition and Work Procedures of the Supervisory Board of BMW AG and its Committees Page 22 General Information on the BMW Group Page 204 Disclosures pursuant to the Act on Equal Page 22 Organisational Structure and Business Model Gender Participation Page 24 Locations Page 205 Information on Corporate Governance Practices Applied Page 29 Management System beyond Mandatory Requirements Page 207 Compliance in the BMW Group Page 34 Report on Economic Position Page 212 Compensation Report Page 34 General and Sector-specific Environment Page 38 Overall Assessment by Management Page 223 Responsibility Statement by the Page 39 Financial and Non-financial Performance Indicators Company’s Legal Representatives Page 42 Review of Operations Page 224 Auditor’s Report Page 63 Results of Operations, Financial Position and Net Assets Page 76 Comments on Financial Statements of BMW AG -
PRODUCTIVITY PAYS It’S a Problem That Needs to Be Tackled by the UK Economy
PRODUCTIVITY PAYS It’s a problem that needs to be tackled by the UK economy. But productivity – along with internal training and recognition – is what Unipart Group credits for its success. Introducing Oxford students to logistics 32 BUSINESS VOICE | OCTOBER/NOVEMBER 2014 MEMBER PROFILE: Unipart Group t the strategic level, there And it’s been implemented not he opened Unipart’s newest “A are only three enduring just across the company’s global factory-floor faculty. “They’re sources of competitive advantage automotive manufacturing, supply all exactly the same: they teach for a business: operational chain and logistics businesses. It the same body of knowledge in excellence, customer engagement has also been adopted by blue-chip the same way, because we’ve and innovation,” says John Neill, clients including National Grid, worked out what works.” founder and CEO of Unipart Group. Shell and HM Revenue & Customs. Another important way the “And all of those depend on “We knew we couldn’t company disseminates its growing and developing people.” compete on low pay: approach among staff That is why, Neill explains, Unipart we had to compete is through the – which was created through a on the talent, drive regular “Mark in management buy-out from auto and motivation of Action” awards. manufacturer British Leyland in our people,” says “The awards 1987 – set up what it describes Neill. The ability have generated as the UK’s first “corporate to replicate the hundreds of university” in 1993, to develop philosophy – stories and the best-practice management and university examples of things systems that have become what “faculties” – that our staff have it calls the “Unipart Way”. -
The UK Automotive Industry and the EU
The UK Automotive Industry and the EU An economic assessment of the interaction of the UK’s Automotive Industry with the European Union April 2014 kpmg.co.uk c | Section or Brochure name © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Introduction by Mike Hawes Europe is fundamental to the current and • Innovation in UK automotive is boosted by significant EU future success of the UK automotive industry R&D funding. In total approximately £3.5 billion has been awarded to UK businesses and universities across all sectors This report examines the evidence why, for UK automotive to encourage growth. businesses large and small, it is critical that the UK has a strong • Free movement of labour within European borders relationship with Europe. gives automotive businesses the ability to blend UK and In recent years, the UK has benefited from significant international talent at all levels of the industry. investments by many of the world’s major vehicle To supplement this report, we asked SMMT members for their manufacturers including BMW Group, Ford, Vauxhall, Jaguar views on the UK’s EU membership. Their verdict is clear. 92% Land Rover, Nissan and Toyota. This attests to the global of automotive companies said it was more beneficial to their nature and dynamism of this sector. The optimism that exists, business for the UK to stay in the EU, the majority with reform. -
Rethinking Employee Voice
Rethinking employee voice Voice at Unipart Sustainable business success Voice case studies overview We want to understand the value of employee voice to both employers and employees in companies operating within the UK. Although the literature, and in particular the WERS survey, shows the spread of voice across UK workplaces, and the number of voice practices in workplaces, it is not able to show the relationship between different voice mechanisms, the organisational culture and the perceived value of voice to workplace actors. Moreover, the pace of change within UK workplaces has meant that the academic literature has yet to fully capture recent innovations in voice such as the introduction of legislation requiring greater consultation and the continued expansion of online communication and the spread of social media. The case studies, therefore, enable us to firstly map some of the voice arrangements deemed to be effective for employers and employees in different sectors of the economy. Secondly, they will allow us to explore some of the dynamics between the different voice mechanisms and also the cultural context in which they exist, including management approaches. The case studies are not intended to be representative of the UK economy, nor of UK practice. They are explicitly designed to identify good practice, by which we mean practice that is seen as valuable to employers and employees. In particular we aim to understand: • What structures and cultures a range of different organisations have in place to harness employee voice • What factors enable and inhibit employee voice • What benefits are associated with employee voice • Whether there are any tool or techniques that can be applied in other companies 2 Part 1: Introduction This case study describes the forms of employee voice in two Unipart businesses.