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Annual Report 2018 | 2019
Annual Report 2018 | 2019 CHAN E Weathering storms and braving changes brought on by a volatile economy, United Motors has set its course on the highway to sustainability, and to discovering innovative solutions. Driving sustainable initiatives and streamlining operations while embracing evolving technology, we have reinforced ourselves by rewiring our DNA and expanding our horizons. 02 UNITED MOTORS LANKA PLC Annual Report 2018 | 2019 UNITED MOTORS LANKA PLC Annual Report 2018 | 2019 03 Contents Vision and Mission 06 Our Beginnings 07 06-43 Our Journey Thus Far 08 Review of the Business Operational and Financial Highlights 11 Events of the Year 13 Group Structure 20 Chairman’s Message 22 Group CEO Review of Operations 26 Board of Directors 30 Senior Management Team 34 Management Discussion and Analysis 46 Business Review 55 46-89 Financial Capital 58 Manufactured Capital 60 Management Review Social & Relationship Capital 61 Human Capital 77 Natural Capital 87 Intellectual Capital 89 How We Govern 92 Audit Committee Report 107 92-127 Remuneration Committee Report 110 Governance Nomination Committee Report 112 Related Party Transactions Review Committee Report 113 Enterprise Risk Management 115 Directors’ Statement on Internal Controls 121 Annual Report of the Board of Directors 122 04 UNITED MOTORS LANKA PLC Annual Report 2018 | 2019 Financial Calendar 131 Statement of Directors’ Responsibility 132 131-204 CEO and CFO’s Responsibility Statement 134 Financial Information Independent Auditor’s Report 135 Statement of Profit or Loss and Other -
A Case Study of General Motors and Daewoo กรณีศึกษาของเจนเนอรัลมอเตอรและแดวู History Going Back to 1908
Journal of International Studies, Prince of Songkla University Vol. 6 No. 2:July - December 2016 National Culture and the Challenges in วัฒนธรรมประจำชาติและความทาทายในการจัดการ Relevant Background ownership of another organization. Coyle (2000:2) describes mergers achievements and the many failures remain vague (Stahl, et al, palan & Spreitzer (1997) argue that Strategic change represents a strategy concerns on cost reduction and/or revenue generation posture is collaboration. The negotiation process began in 1972 Figure3 GM-Daewoo Integration Process กลยุทธการเปลี่ยนแปลง General Motors Company (GM) is a world leading car manufacturer as the coming together of two companies of roughly equal size, 2005). The top post deal challenges of M&A are illustrated in the radical organizational change that is consciously initiated by top whereas revolutionary strategy tends to focus both rapid change between Rick Wagoner, CEO of GM and Kim Woo-Choong, CEO of (Ferrell, 2011) Managing Strategic Changes: which is based in Detroit, United States of America, with its long pooling their recourses into a single business. Johnson et al. further figure 1 which data were collected from the survey in 2009 by managers, creating a shift in key activities or structures that goes and organizational culture change. GM and Daewoo was an explicit Daewoo Group. They successfully agreed into a joint venture of A Case Study of General Motors and Daewoo กรณีศึกษาของเจนเนอรัลมอเตอรและแดวู history going back to 1908. It was founded by William C. Durant. argue the motives for M&A typically involve the managers of one KPMG. Apparently complex integration of two businesses is the beyond incremental changes to preexisting processes. Most example (Froese, 2010). -
Automobile Industry in India 30 Automobile Industry in India
Automobile industry in India 30 Automobile industry in India The Indian Automobile industry is the seventh largest in the world with an annual production of over 2.6 million units in 2009.[1] In 2009, India emerged as Asia's fourth largest exporter of automobiles, behind Japan, South Korea and Thailand.[2] By 2050, the country is expected to top the world in car volumes with approximately 611 million vehicles on the nation's roads.[3] History Following economic liberalization in India in 1991, the Indian A concept vehicle by Tata Motors. automotive industry has demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions. Several Indian automobile manufacturers such as Tata Motors, Maruti Suzuki and Mahindra and Mahindra, expanded their domestic and international operations. India's robust economic growth led to the further expansion of its domestic automobile market which attracted significant India-specific investment by multinational automobile manufacturers.[4] In February 2009, monthly sales of passenger cars in India exceeded 100,000 units.[5] Embryonic automotive industry emerged in India in the 1940s. Following the independence, in 1947, the Government of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the automobile industry. However, the growth was relatively slow in the 1950s and 1960s due to nationalisation and the license raj which hampered the Indian private sector. After 1970, the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers entered the Indian market ultimately leading to the establishment of Maruti Udyog. -
Uhm Ma 3035 R.Pdf
UNIVERSiTY OF HAWAI'i LIBRARY REFLECTIONS OF CULTURAL VALUE: KOREAN AUTOMOBILE CORPORATIONS' TELEVISION ADVERTISING A THESIS SUBMITTED TO THE GRADUATE DIVISION OF THE UNIVERSITY OF HAWAl'I {j\J PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF ARTS {j\J COMMUNICATION DECEMBER 2002 By YongwooKim Thesis Committee: Majid Tehranian, Chairperson Gary Fontaine HagenKoo Table ofContents List of Tab1es--- ----------------- ----------------------------------------------------- ----- -- -- -- --vi List of Figures-------------------------------------------------------------------------------------vii Chapter 1: Introduction---------------------------------------------------------------------- -----1 Research Problems---------------------------------------------------------------- ----- --2 obj ectives---------- ---------------------------------------------- --------------------------4 Chapter 2: Review of Literature------------------------------------------------------------------6 Introduction---------------- ------- ------- ------------- --------------- ----------------- -----6 International Marketing Environment--------------------------------------------------6 Controversy in International Marketing------------------------------------------------7 Standardization--------------------------------------------------------------------7 Localization------------------------------------------- -- ------------- ----- -- -- -----8 Compromise-------- -- --------------------------------------------------------------9 Advertising and Culture-----------------------------------------------------------------1 -
Korea's Automotive Industry
2014 Modularization of Korea’s Development Experience: Korea’s Automotive Industry 2014 2014 Modularization of Korea’s Development Experience: Korea’s Automotive Industry 2014 Modularization of Korea’s Development Experience Korea’s Automotive Industry Title Korea’s Automotive Industry Supervised by Ministry of Strategy and Finance (MOSF), Republic of Korea Prepared by Korea Isntitute for Industrial Economics&Trade (KIET) Author Chuel Cho, Senior Resercher, KIET Kyungyou Kim, Resercher, KIET Minji Kim, Resercher, KIET Advisory Seung-Joo Lee, Professor, KDI School of Public Policy and Management Hyunchuel Kim, Professor, Seoul National University Sung-Ik Kim, Executive Managing Director, KAMA Moon-Soo Ko, Executive Director, KAICA Sungsang Lee, Professor, The Catholic University of Korea (fomer executive directpr of GM) Research Management KDI School of Public Policy and Management Supported by Ministry of Strategy and Finance (MOSF), Republic of Korea Government Publications Registration Number 11-1051000-000592-01 ISBN 979-11-5545-133-5 94320 ISBN 979-11-5545-116-8 [SET 19] Copyright © 2014 by Ministry of Strategy and Finance, Republic of Korea Government Publications Registration Number 11-1051000-000592-01 Knowledge Sharing Program 2014 Modularization of Korea’s Development Experience Korea’s Automotive Industry Preface The study of Korea’s economic and social transformation offers a unique window of opportunity to better understand the factors that drive development. Within about one generation, Korea transformed itself from an aid-recipient basket-case to a donor country with fast-paced, sustained economic growth. What makes Korea’s experience even more remarkable is that the fruits of Korea’s rapid growth were relatively widely shared. -
Effiziente Mobilität Durch Leichtbau Und Alternative Antriebe Gastkommentar Von Manfred Jerzembek, Motorjournalist
DAS MAGAZIN FÜR INFORMATIONEN AUS DEM AUTOMOBIL-CLUSTER Ausgabe 2 - Juni 2017 quarterly Effi ziente Mobilität Hersteller forcieren Leichtbau und alternative Antriebe Seite 4 Mercedes AMG GT Concept Front, Bild: Daimler www.automobil-cluster.at EDITORIAL Tempo halten! Immer rascher fi nden Technologien, die wir gerade noch als „Mobilität der Zukunft“ bezeichnet hatten, ihre Anwendung in der Gegenwart. Elektro-, Gas- oder Brennstoffzellen-Antriebe sind ebenso bereits in der Gegenwart angekommen, wie die Digitalisierung und der 3-D Druck in der Autoproduktion. Das Tempo der Realisierung phantastischer Ideen wird immer höher und die Zulieferer müssen dieses Tempo aufnehmen und mithalten. Der Automobil-Cluster informiert regelmäßig über Trends, die sich derzeit in der Zukunft, bald aber in der Gegenwart der Automobilindustrie befi nden, um die Zulieferunternehmen auf neue Strömungen vorzubereiten. AC-Partner sind in der Regel vorne mit dabei und zeichnen mit ihren Entwicklungen und Technologien sogar oft den Weg vor, der von der Autoindustrie eingeschla- Mit besten Grüßen, gen werden kann/soll. Einen großen Beitrag zu diesem Know-how Vorsprung liefern die Angebote des Automobil-Clus- ters in Form von Kooperationsplattformen zu den Zukunftsthemen „Connected Mobility“ und „Leichtbau“ aber auch die Schulungsangebote im AC-Qualifi zierungsprogramm, das im Mai neu erschienen ist und erstmals den Lehrgang „Digital Transfer Manager“ anbietet. Wolfgang Komatz, MSc Tempos machen alleine genügt nicht – Tempo halten bringt Ihr Unternehmen an die Spitze! -
INDIAN AUTOMOBILE COMPANIES India Is the 11Th Largest Passenger Cars Producing Countries in the World and 4Th Largest in Heavy Trucks
INDIAN AUTOMOBILE COMPANIES India is the 11th largest Passenger Cars producing countries in the world and 4th largest in Heavy Trucks. Current Scenario • Hero Honda is the largest manufacturer of motorcycles. • Hyundai Motors India is the second largest player in passenger car market. • Sundram Fasteners, Sundaram Clayton, Bharat Forge and Rico Auto supplies components to global majors like Ford, General Motors and Land Rover. • Tata Motors is the fifth largest medium & heavy commercial vehicle manufacturer in the world. Overview Snippets • In 1980s Hindustan Motors (HM) was leading car manufacturer in India. • HM is popular with its Ambassador model. • In 1970s, Sanjay Gandhi, son of Indira Gandhi envisioned "People's Car." • Maruti Udyog Ltd. was set up to manufacture budget cars. • In 1993 foreign auto makers entered the Indian market. Facts & Figures The onset of automobile industry in India saw companies like Hindustan Motors, Premier Automobiles and Standard Motors catering to the manufacture of automobiles for Indian customers. The era, 1950s - early 1990s was known as 'license raj,' when India was closed to the world and imports. Hindustan Motors (HM) was the leader in car manufacturing and sales until the 1980s, when the industry was opened up from protection. HM, joint venture with Mitsubishi produced Lancer and Pajero, but is best known for its own model, Ambassador. Around 1970, Sanjay Gandhi, elder son of the then Prime Minister Indira Gandhi, envisioned the manufacture of an indigenous, cost-effective, low maintenance compact car for the Indian middle-class. The cabinet passed a unanimous resolution for the development and production of a "People's Car." It was christened Maruti Limited. -
The Story of a Global Brand A. Louis Chevrolet and the Legend Of
Chevrolet – the Story of a Global Brand A. Louis Chevrolet and the Legend of Beaune Like many inventors and pioneers, Louis Chevrolet (1878-1941), the racing driver and automobile designer, represents a challenge for any historian or biographer. Myths and legends surround him and his life. Numerous anecdotes have been told about his career. Today, it has become very difficult to differentiate between fact and fiction. Chevrolet's childhood and youth are well documented. In 1878, he was born on Christmas day in the town of La Chaux-de- Fonds in the French-speaking part of Switzerland. He spent his early childhood nearby in the sleepy little village of Bonfol. Even today, Bonfol remains a small town where the only reminder of its famous son is a memorial plaque on Place Louis Chevrolet. When Louis was nine years old, his family moved to Beaune in Baby Louis Chevrolet France. There, Louis' father owned a watch store, but the venture was not successful. As a result, Louis started working at the age of eleven to support his family. He found employment in the Robin bicycle workshop, where he learned the fundamentals of mechanics. He repaired coaches and bicycles, until one day he was sent to the "Hôtel de la Poste" to repair a steam-driven tricycle belonging to an American. This must have been the moment when Chevrolet fell in love twice. He fell in love with automobiles, and also with the idea of emigrating to America. The American, whose tricycle Chevrolet had skillfully repaired was none other than the multimillionaire Vanderbilt. -
The Korean Auto Industry, Crisis and Globalization
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by K-Developedia(KDI School) Repository MIT Japan Program Working Paper 01.04 From National Champions to Global Partnerships: The Korean Auto Industry, Financial Crisis and Globalization John Ravenhill* Professor, Department of Politics University of Edinburgh 31 Buccleuch Place Edinburgh EH8 9JT, UK Email: [email protected] * Chair of Politics, University of Edinburgh MIT Japan Program Working Paper Series 01.04 Center for International Studies Massachusetts Institute of Technology Room E38-7th Floor Cambridge, MA 02139 Phone: 617-252-1483 Fax: 617-258-7432 Date of Publication: June 4, 2001 © MIT Japan Program Introduction Of the five Asian economies most severely affected by the financial crises of 1997-98, the Republic of Korea has experienced the most fundamental institutional transformation. For some observers, the Korean response to the crises was all the more surprising because its economic record over the previous three decades had been far superior to that of the other crisis economies—Indonesia, Malaysia, the Philippines and Thailand. Korea had sustained a higher rate of economic growth (an average of close to 8 percent) for longer (more than three decades) than the Southeast Asian crisis economies.1 Korean corporations had become household names in the West in consumer electronics, automobiles, and domestic appliances. A Korean company, Daewoo, was the only corporation not based in Europe, Japan or the United States that ranked in the mid 1990s in the top 50 of the world’s multinationals.2 Korean companies had logged an impressive number of patents in industrialized economies (see Linsu Kim’s chapter in this volume). -
Catalogue-Des-Exposants-Eaa2016
Organisation Promosalons Algérie Promosalons Villa Malglaive - 1 rue du professeur 45 avenue George V, Vincent, Telemly, Alger - Algérie. F-75008, Paris - France. Tél. : +213 (0) 21 74 68 98 Tél. : +33 (0) 1 53 23 92 22 Fax : +213 (0) 21 74 68 98 Fax : +33 (0) 1 53 23 92 29 E-mail : [email protected] E-mail : [email protected] Web : equipauto-algeria.net Web: www.promosalons.com COMEXPOSIUM FIEV – Fédération des Industries Immeuble le Wilson des Equipements pour véhicules 70 Avenue du Général-de-Gaulle 79 rue Jean- Jacques Rousseau 92058 Paris-La Défense - France. F- 92158 Suresnes Cedex Tél. : +33 (0)1 76 77 11 11 Tél. : +33 (0) 1 46 25 02 30 Fax : +33 (0)1 76 77 12 12 Fax : +33 (0) 1 46 97 00 80 Partenaire Fédération Française de la Carosserie SAFEX 35 rue des renaudes Palais des Expositions, Pins Martimes 75017 Paris - France. BP 366 Alger Gare, Alger - Algérie. Tél. : +33 (0) 1 44 29 71 00 Tél. : +213 (0) 21 21 01 23 Fax : +33 (0) 1 72 67 48 21 Fax : +213 (0) 21 21 96 00 The world of after-sales is yours www.equipauto.com un événement / an event by EA17 AP 148x210_EN.indd 1 16/02/16 17:42 A&M DISTRIBUTION E 11 - D 9 BEIJING LANDY TIRE & TECH CO.,LTD A 14 CHIPING LUHUAN AUTO FABCOM SARL G 44 - F 45 RADIATOR CO.,LTD C 36 ACCEL AUTO-TRANSMISSION FACET E 17 SYSTEMS CO. LTD. B 29 BEIJING S&V AUTO PARTS CO.,LTD C 24 CHONGQING SOKON MOTOR (GROUP) IMP & EXP.CO., LTD H 28 FALKON OTOMOTIV DIS. -
Case No COMP/M.2832 - GENERAL MOTORS / DAEWOO MOTORS
EN Case No COMP/M.2832 - GENERAL MOTORS / DAEWOO MOTORS Only the English text is available and authentic. REGULATION (EEC) No 4064/89 MERGER PROCEDURE Article 6(1)(b) NON-OPPOSITION Date: 22/07/2002 Also available in the CELEX database Document No 302M2832 Office for Official Publications of the European Communities L-2985 Luxembourg COMMISSION OF THE EUROPEAN COMMUNITIES Brussels, 22/07/2002 SG (2002) D/230877 In the published version of this decision, some information has been omitted pursuant to Article PUBLIC VERSION 17(2) of Council Regulation (EEC) No 4064/89 concerning non-disclosure of business secrets and other confidential information. The omissions are MERGER PROCEDURE shown thus […]. Where possible the information ARTICLE 6(1)(b) DECISION omitted has been replaced by ranges of figures or a general description. To the notifying parties Dear Sir/Madam, Subject: Case No COMP/M.2832 – General Motors/Daewoo Motors Notification of 20.06.2002 pursuant to Article 4 of Council Regulation No 4064/891 1. On 20.06.2002 the Commission received a notification of a proposed concentration pursuant to Article 4 of Council Regulation (EEC) No 4064/89 by which the undertaking General Motors Corporation (“GM”, US), acquires within the meaning of Article 3(1)(b) of the Council Regulation sole control of parts of Daewoo Motor Company, Ltd. (“Daewoo”, Korea). I. THE PARTIES 2. GM is a global company based in US active in the design, manufacture and supply of motor vehicles through more than 200 major subsidiaries, joint ventures and affiliates around the world. GM also has interests in telecommunications, aerospace and defence, financial and insurance services, locomotives, automotive systems and heavy- duty automatic transmissions. -
General Motors Strategic Audit
General Motors Strategic Audit Kellen Odom November 11, 2017 1 Table of Contents Introduction to the Organization ..................................................................................................... 3 Identification of the Industry and the Competitors ......................................................................... 8 Analysis of the Industry ................................................................................................................ 10 Analysis of the Macro-Environment ............................................................................................. 13 What is the organization’s measurement and control system? ..................................................... 15 Analysis of the Organization (Mission, Vision, Core Values, Operating Guidelines, Core Competencies, Goals) ................................................................................................................... 19 Analysis of the Organization – Organization-Level and Business Unit Strategies ...................... 22 Analysis of the Organization – Functional Strategies. .................................................................. 25 Analyze organization’s improvement/change initiatives .............................................................. 26 Conclusion and Future of Organization ........................................................................................ 27 References ....................................................................................................................................