DOCSLIB.ORG

Capital Mobility in the Philippine Automotive Industry and Its Impact on Workers by Ecumenical Institute for Labor Education and Research, Inc

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Capital Mobility in the Philippine Automotive Industry and Its Impact on Workers by Ecumenical Institute for Labor Education and Research, Inc #°∞©¥°¨ - Ø¢©¨©¥π 2•≥•°≤£® 0°∞•≤ 3•≤©•≥ .Ø #°∞©¥°¨ - Ø¢©¨©¥π ©Æ ¥®• 0®©¨©∞∞©Æ• !µ¥Ø≠ Ø¥©∂• )Ƨµ≥¥≤π °Æ§ ©¥≥ )≠ ∞°£¥ ØÆ 7 Ø≤´•≤≥ %£µ≠ •Æ©£°¨ )Æ≥¥©¥µ¥• ¶Ø≤ ,°¢Ø≤ %§µ£°¥©ØÆ °Æ§ 2•≥•°≤£® )Æ£ %),%2 0®©¨©∞∞©Æ•≥ !≥©° - ØÆ©¥Ø≤ 2•≥ص≤£• #•Æ¥≤• #°∞©¥°¨ - Ø¢©¨©¥π 2•≥•°≤£® 0°∞•≤ 3•≤©•≥ .Ø #°∞©¥°¨ - Ø¢©¨©¥π ©Æ ¥®• 0®©¨©∞∞©Æ• !µ¥Ø≠ Ø¥©∂• )Ƨµ≥¥≤π °Æ§ ©¥≥ )≠ ∞°£¥ ØÆ 7 Ø≤´•≤≥ %£µ≠ •Æ©£°¨ )Æ≥¥©¥µ¥• ¶Ø≤ ,°¢Ø≤ %§µ£°¥©ØÆ °Æ§ 2•≥•°≤£® )Æ£ %),%2 0®©¨©∞∞©Æ•≥ %£µ≠•Æ©£°¨ )Æ≥¥©¥µ¥• ¶Ø≤ ,°¢Ø≤ %§µ£°¥©ØÆ °Æ§ 2•≥•°≤£® %),%2 ©≥ °Æ ©Æ§•∞•Æ§•Æ¥ ÆØÆ ßØ∂•≤Æ≠ •Æ¥ Ø≤ß°Æ©∫°¥©ØÆ ¢°≥•§ ©Æ ¥®• 0®©¨©∞∞©Æ•≥ ∑®©£® ¶Ø£µ≥•≥ ØÆ ∑Ø≤´•≤≥ •§µ£°¥©ØÆ ØÆ ¥®• ¢°≥©£ ∞≤©Æ£©∞¨•≥ ض ߕƵ©Æ• ¥≤°§• µÆ©ØÆ©≥≠ ¶Ø≤ ¥®≤•• §•£°§•≥ %),%2"≥ ∞≤Øß≤°≠ ≥ °Æ§ ≥•≤∂©£•≥ ¶Ø≤ ∑Ø≤´•≤≥ °¨≥Ø ©Æ£¨µ§• ≤•≥•°≤£® °Æ§ ∞µ¢¨©£°¥©ØÆ ØÆ ∑Ø≤´•≤≥ ©≥≥µ•≥ °Æ§ ¨°¢Ø≤ ∞ب©£©•≥ °Æ§ °§∂Ø£°£π £°≠ ∞°©ßÆ ¶Ø≤ ¨°¢Ø≤ ≤©ß®¥≥ !≥©° - ØÆ©¥Ø≤ 2•≥ص≤£• #•Æ¥≤• © 2011 Asia Monitor Resource Centre Asia Monitor Resource Centre Flat 7, 9/F, Block A Fuk Keung Industrial Building 66-68 Tong Mi Road Kowloon Hong Kong Tel: (852) 2332-1346 Fax: (852) 2835-5319 Website: www.amrc.org.hk The paper may be reproduced in any non-profit publications; credit is requested. Capital Mobility in the Philippine Automotive Industry and its Impact on Workers By Ecumenical Institute for Labor Education and Research, Inc. (EILER), Philippines March 2011 Edited by Asia Monitor Resource Centre For ATNC Monitoring Network Capital Mobility Research Paper Series is a collaborative work carried out by AMRC and the researchers of Asian TNC Monitoring Network (ATNC). This collaborative research is one of ATNC’s programmes that develop the model of Asian ‘Triangle Solidarity’ which intends to deal with the changing shape of Asian capital and its impact on workers across Asia. This work is carried out by bringing together unions and labour organizations in the region, taking up a collaborative work that equips them with better strategies to cope with the trend of capital mobility. For further information about the work, please visit http://amrc.org.hk/taxonomy/term/issue_2/49 Asia Monitor Resource Centre The Asia Monitor Resource Centre is an independent non-governmental organization focusing on Asian labour concerns. The Centre provides information, research, publications, training, labour networking and related services to trade unions, labour groups, and other development NGOs in the region. The Centre’s main goal is the support democratic and independent labour movements in Asia. In order to achieve this goal, AMRC upholds the principles of workers’ empowerment and gender consciousness, and follows a participatory framework. ATNC Monitoring Network Asian Transnational Corporations (ATNC) Monitoring Network is an Asian regional network of trade unions and labour organizations, which arose in 2002 to monitor the working conditions and management strategies in Asian transnational corporations. The Network now focuses on building up the organizing and educational capacities of its members, to monitor their own workplaces on the basis of their collective power, and carry out joint research and campaigns on the common labour issues of its members. Presently the Network has three main sectoral focuses: garments, automobiles and electronics. For more information about ATNC Monitoring Network, please visit its website: www.atnc.org or contact the Coordinator at [email protected]. !¢≥¥≤°£¥ 4®• 0®©¨©∞∞©Æ• °µ¥Ø≠Ø¥©∂• ©Æ§µ≥¥≤π ®°≥ ≠°Æπ ¨©Æ´≥ ¥Ø ¥®• ߨآ°¨ °µ¥Ø °≥≥•≠¢¨π °Æ§ °µ¥Ø ∞°≤¥≥ ©Æ§µ≥¥≤π ¢µ¥ ¶Ø≤ ¥®• ≠Ø≥¥ ∞°≤¥ ©¥ ®°≥ ¢••Æ µÆ°¢¨• ¥Ø ¢•Æ•¶©¥ ¶≤Ø≠ ¥≤°§• °Æ§ ©Æ∂•≥¥≠•Æ¥ ¨©¢•≤°¨©∫°¥©ØÆ ≠•°≥µ≤•≥ °©≠•§ °¥ §•∂•¨Ø∞©Æß ¥®• ©Æ§µ≥¥≤π Ø∂•≤ ¥®• ∞°≥¥ π•°≤≥ !¥ ¥®• ≥°≠• ¥©≠• °≥ ° ∞¨°π•≤ °¥ ¥®• ¨Ø∑•≤ •Æ§ ض ¥®• ∞°≤¥≥ ≥µ∞∞¨π £®°©Æ ¥®• ©Æ§µ≥¥≤π ®°≥ ض¥•Æ ¢Ø≤Æ• ¥®• ¢≤µÆ¥ ض Æ•ß°¥©∂• ¥≤•Æ§≥ ©Æ ¥®• ߨآ°¨ ©Æ§µ≥¥≤π 4®• ≠°™Ø≤ ≠°Æµ¶°£¥µ≤•≤≥ !/%- ≥% ©Æ ¥®• ߨآ°¨ °µ¥Ø ©Æ§µ≥¥≤π °¶¥•≤ π•°≤≥ ض µÆ≤•≥ب∂•§ Ø∂•≤£°∞°£©¥π ∞≤Ø¢¨•≠≥ °Æ§ ®•°∂𠧕¢¥ ¨•∂•¨≥ ∑•≤• ∞°≤¥©£µ¨°≤¨π ∂µ¨Æ•≤°¢¨• ¥Ø ¥®• ≥®°≤∞ §Ø∑Æ¥µ≤Æ ©Æ ¥®• ߨآ°¨ •£ØÆØ≠π ©Æ &'(&) !§§©Æß ¥Ø ¥®•≥• ∞≤Ø¢¨•≠≥ ∑•≤• ° £ØÆ¥≤°£¥©ØÆ ©Æ ≠°≤´•¥ §•≠°Æ§ °Æ§ ≤©≥©Æß £Ø≥¥≥ §•≤©∂•§ ¶≤Ø≠ ®©ß®•≤ •Æ•≤ßπ °Æ§ ≤°∑ ≠°¥•≤©°¨≥ ∞≤©£•≥ ∞≤•≥≥µ≤•≥ ¥Ø °§§≤•≥≥ £¨©≠°¥• £®°Æß• ©≥≥µ•≥ °Æ§ £ØÆ≥µ≠•≤ §•≠°Æ§ ¶Ø≤ ¥®• ∞•≤≥ØÆ°¨©∫°¥©ØÆ Ø¶ ≠Ø¥Ø≤ ∂•®©£¨•≥ 4®•≥• ∞≤Ø¢¨•≠≥ ∑•≤• ∞°≥≥•§ ØÆ ¥Ø ¥®• ≥µ¢≥©§©°≤©•≥ ض ¥®• /%- ≥ °Æ§ ¥®•©≤ ∞°≤¥≥ ≥µ∞∞¨©•≤≥ °¨ØÆß ∑©¥® °Æ ©Æ¥•Æ≥©¶©£°¥©ØÆ Ø¶ ¥®• ¥≤•Æ§ ¥Ø ¥≤°Æ≥¶•≤ ≠Ø≤• ≤•≥∞ØÆ≥©¢©¨©¥π ¶Ø≤ 2+$ °Æ§ ©¥≥ °¥¥•Æ§°Æ¥ £Ø≥¥≥ ØÆ¥Ø ¥®• ¢°¨°Æ£• ≥®••¥≥ ض ¥®• ∞°≤¥Æ•≤≥ °Æ§ ∞°≤¥≥ ≥µ∞∞¨©•≤≥ !§§©¥©ØÆ°¨¨π ¥®• 0®©¨©∞∞©Æ• ©Æ§µ≥¥≤π ∑®Ø≥• Øƨπ ≥©ßÆ©¶©£°Æ¥ £Ø≠∞°≤°¥©∂• °§∂°Æ¥°ß• °≠ØÆß !3%!. ∞≤اµ£•≤≥ ®°§ ¢••Æ ©¥≥ ¨Ø∑ ¨°¢Øµ≤ £Ø≥¥ ∑°≥ ≠°§• ≠Ø≤• ∂µ¨Æ•≤°¢¨• ¥Ø ¥≤•Æ§≥ ©Æ ¥®• ©Æ¥•≤Æ°¥©ØÆ°¨ •£ØÆØ≠π ¢π ¥®• °§Ø∞¥©ØÆ Ø¶ ¥®• !3%!. &≤•• 4≤°§• !ß≤••≠•Æ¥ !!&4!% °Æ§ Ø¥®•≤ ¥≤°§• ¨©¢•≤°¨©∫°¥©ØÆ ∞°£¥≥ $•≥∞©¥• °¥¥•≠∞¥≥ ¥Ø ∞µ¥ ∞¨°£• ∞≤Ø¥•£¥©ØÆ©≥¥ ≠•°≥µ≤•≥ ¶Ø≤ ¥®• °µ¥Ø≠Ø¢©¨• ©Æ§µ≥¥≤π ¥®• ¨Ø£°¨ ©Æ§µ≥¥≤π ≤•≠°©Æ•§ ∑•°´ °Æ§ µÆ§•≤§•∂•¨Ø∞•§ ≠°©Æ¨π §µ• ¥Ø ¨©≠©¥•§ §Ø≠•≥¥©£ §•≠°Æ§ !≥¨Ø∑ ß≤Ø∑¥® ©Æ ∞•≤ £°∞©¥° ©Æ£Ø≠•≥% ∑®©£® ≤•≥µ¨¥•§ ©Æ ° §©≥•£ØÆØ≠π ض ≥£°¨• °≠ØÆß ¨Ø£°¨ ∞≤اµ£•≤≥ 7 ®©¨• ¨Ø£°¨ §•≠°Æ§ ß≤Ø∑¥® ≤•≠°©Æ•§ ¨Ø∑ ¥®•≤• ∑°≥ ¨©¥¥¨• ©≠∞•¥µ≥ ¶Ø≤ ≥©∫•°¢¨• §Ø≠•≥¥©£ ©Æ∂•≥¥≠•Æ¥ ©Æ ¥®• ¥•£®ÆبØßπ °Æ§ ≥µ∞∞Ø≤¥©Æß ©Æ§µ≥¥≤©•≥ Æ••§•§ ¥Ø ≠°´• ©¥ £Ø≠∞•¥©¥©∂• ¢Ø¥® °¥ ®Ø≠• °Æ§ °¢≤Ø°§ ! ¥Ø¥°¨ ض 1&2 °µ¥Ø ¶©≤≠≥ !¢Ø¥® ¨Ø£°¨ °Æ§ ¶Ø≤•©ßÆ% ∑•≤• ≥µ≤∂•π•§ °Æ§ £¨°≥≥©¶©•§ ¢°≥•§ ØÆ ¥®•©≤ ≥µ∞∞¨π £®°©Æ ≤ب• °Æ§ Ø∑Æ•≤≥®©∞ )Æ£¨µ§•§ ©Æ ¥®• ≥°≠∞¨• ∑•≤• 12 ≥µ¢≥©§©°≤©•≥ ض !≥©°Æ °µ¥Ø ß©°Æ¥≥ ©Æ£¨µ§©Æß 4ØπØ¥° - Ø¥Ø≤ 0®©¨©∞∞©Æ•≥ (ØƧ° #°≤≥ 0®©¨©∞∞©Æ•≥ - ©¥≥µ¢©≥®© - Ø¥Ø≤ 0®©¨©∞∞©Æ•≥ °Æ§ )≥µ∫µ 0®©¨©∞∞©Æ•≥ 4®•≤• °≤• °¨≥Ø £Ø≠∞°Æ©•≥ ¥®°¥ ØÆ¨π §©≥¥≤©¢µ¥• #"5≥ !£Ø≠∞¨•¥•¨π ¢µ©¨¥(µ∞% °≥≥•≠¢¨•§ ص¥≥©§• ¥®• £ØµÆ¥≤π Æ°≠•¨π 3ص¥® +Ø≤•°Æ ¶©≤≠ (πµÆ§°© !≥©° 2•≥ص≤£•≥ )Æ£ °Æ§ #®©Æ•≥• £Ø≠∞°Æπ +°≠° 4≤µ£´≥ 0µ≤∞Ø≥©∂• ≥°≠∞¨©Æß ∑°≥ µ≥•§ ¢°≥•§ ØÆ Ø¶¶©£©°¨ ¨©≥¥ ض °µ¥Ø≠Ø¢©¨• ¶©≤≠≥ ¶≤Ø≠ ßØ∂•≤Æ≠•Æ¥ °ß•Æ£©•≥ °Æ§ ≠°™Ø≤ ©Æ§µ≥¥≤π ß≤ص∞≥ °Æ§ £®°≠¢•≤≥ "°≥•§ ØÆ ¥®• ¶©Æ§©Æß≥ ¥®• ¨Ø£°¨ °µ¥Ø≠Ø¢©¨• ©Æ§µ≥¥≤π £°≤≤π ص¥ ¨Ø∑ ¥•£®ÆبØß©£°¨ ∞≤اµ£¥©ØÆ ∞≤Ø£•≥≥•≥ °Æ§ ∞≤اµ£• ¨Ø∑ ∂°¨µ•(°§§•§ £Ø≠∞¨©≠•Æ¥°≤π °µ¥Ø ∞°≤¥≥ #Ø≠∞ØÆ•Æ¥ ≥∞•£©°¨©≥¥≥ °Æ§ ©Æ¥•ß≤°¥Ø≤≥ £Ø≠∞≤©≥• ¥®• ≠°™Ø≤©¥π ض °¨¨ ¥®• °µ¥Ø ¶©≤≠≥ ≥°≠∞¨•§ ∑©¥® ∞≤اµ£¥≥ °Æ§ ≥•≤∂©£•≥ ≤°Æß©Æß ¶≤Ø≠ ≥¥°≠∞©Æß °Æ§ ≠ب§©Æß ¥Ø ¥®• ≠°Æµ¶°£¥µ≤• ض ¥≤°Æ≥≠©≥≥©ØÆ≥ £°≤ ≥•°¥≥ £°≤ ≥•°¥ ≤•£¨©Æ©Æß °§™µ≥¥•≤≥ ≠µ¶¶¨•≤≥ ¢≤°´• §©≥£≥ ∑°¥•≤ ∞µ≠∞≥ £°≤∞•¥≥ ≠ب§•§ ≤µ¢¢•≤ ∞°≤¥≥ °Æ§ Ø¥®•≤ ÆØÆ(£Ø≤• °µ¥Ø≠Ø¥©∂• ∞°≤¥≥ 4®• Æ°¥µ≤• ض µÆ§•≤§•∂•¨Ø∞•§ ∞≤اµ£¥©ØÆ ©Æ ¥®• °µ¥Ø≠Ø¢©¨• ©Æ§µ≥¥≤π ©≥ §•¶©Æ•§ ¢π ¶Ø≤•©ßÆ ©Æ∂•≥¥≠•Æ¥≥ ¶¨Ø∑©Æß ©Æ¥Ø ¥®• £ØµÆ¥≤π ∑®©£® ©Æ ≠Ø≥¥ £°≥•≥ §©§ ÆØ¥ ≤•≥µ¨¥ ¥Ø ¥•£®ÆبØßπ ¥≤°Æ≥¶•≤ - °Æµ¶°£¥µ≤©Æß °£¥©∂©¥©•≥ ض •∏©≥¥©Æß !≥©°Æ 4.#≥ ©Æ ¥®• £ØµÆ¥≤π ®°∂• ¢°≤•¨π •∏∞°Æ§•§ ∑®©¨• ©≠∞Ø≤¥°¥©ØÆ Ø¶ #"5≥ £ØÆ¥©Æµ•≥ ¥Ø ≥µ≤ß• •≥∞•£©°¨¨π ∑©¥® ©≠∞Ø≤¥°¥©ØÆ Ø¶ #®©Æ•≥• °µ¥Ø≠Ø¢©¨•≥ 4®•≤• ®°§ ¢••Æ ÆØ Æ•∑ ©Æ∂•≥¥≠•Æ¥≥ ¥Ø ¥®• °µ¥Ø≠Ø¢©¨• ©Æ§µ≥¥≤𠧵≤©Æß ¥®• ∞°≥¥ §•£°§• ≥°∂• ¶Ø≤ ¥®• ¶Ø≤•©ßÆ ©Æ∂•≥¥≠•Æ¥≥ ØÆ ≠Ø¥Ø≤£π£¨• ∞≤اµ£¥©ØÆ 3®Øµ¨§ ¥®• ¥≤•Æ§ £ØÆ¥©Æµ• &©¨©∞©ÆØ ∑Ø≤´•≤≥ °≤• ¢ØµÆ§ ¶Ø≤ ≠°≥≥ ≤•¥≤•Æ£®≠•Æ¥ °Æ§ ∑Ø≤≥• ¶¨•∏©¢¨• ¨°¢Øµ≤ ≥£®•≠•≥ °≥ £Ø≠∞°Æ©•≥ §Ø∑Æ≥©∫• Ø∞•≤°¥©ØÆ≥ 4®• ¶©Æ°¨ ≥•£¥©ØÆ Ø¶ ¥®• ≤•∞Ø≤¥ §•¥°©¨≥ ° Ƶ≠¢•≤ ض ≤•£•Æ¥ ¨°¢Øµ≤ ©≥≥µ•≥ ©Æ£¨µ§©Æß µÆ©ØÆ ¢µ≥¥©Æß °£¥©ØÆ °Æ§ ≥•≤©Øµ≥ ®•°¨¥® °Æ§ ≥°¶•¥π ©≥≥µ•≥ ©Æ ¥∑Ø £Ø≠∞°Æ©•≥ 4ØπØ¥Ø - Ø¥Ø≤ 0®©¨©∞∞©Æ•≥ °Æ§ §Ø≠•≥¥©£°¨¨π Ø∑Æ•§ &(4•£® 0®©¨©∞∞©Æ•≥ ∑®©£® ∞≤اµ£•≥ ∞°≤¥≥ ¶Ø≤ (ØƧ° °Æ§ Ø¥®•≤ °µ¥Ø ¶©≤≠≥ •Æ¥≥ !¢≥¥≤°£¥ )Æ¥≤اµ£¥©ØÆ '¨Ø¢°¨ 4≤•Æ§≥ °Æ§ #®°¨¨•Æß•≥ ©Æ ¥®• !µ¥Ø≠ Ø¥©∂• )Ƨµ≥¥≤π : ¨ ¥≤•Æ§≥ ¶≤Ø≠ ¥®• §•≠°Æ§(≥©§• '¨Ø¢°¨ ¥≤•Æ§≥ ØÆ ¥®• ≥µ∞∞¨π(≥©§• !µ¥Ø≠Ø¥©∂• ∞≤اµ£¥©ØÆ °Æ§ ≠°≤´•¥ ©Æ 3ص¥®•°≥¥ !≥©°Æ 2•ß©ØÆ 4®• ©≠∞°£¥ ض !&4! ØÆ ¥®• °µ¥Ø≠Ø¥©∂• ∞≤اµ£¥©ØÆ ©Æ ¥®• ≤•ß©ØÆ 4®• 0®©¨©∞∞©Æ• !µ¥Ø≠ Ø¥©∂• )Ƨµ≥¥≤π "≤©•¶ "°£´ß≤صƧ ض ¥®• 0®©¨©∞∞©Æ• !µ¥Ø≠Ø¥©∂• )Ƨµ≥¥≤π 0≤Ø¢¨•≠≥ ض ¥®• ≥•£¥Ø≤; <$©≥•£ØÆØ≠π< ض 3£°¨• °Æ§ (©ß® 0≤اµ£¥©ØÆ #Ø≥¥ ! #µ≤≤•Æ¥ 'Ø∂•≤Æ≠ •Æ¥ ∞ب©£©•≥ °Æ§ °ß≤••≠ •Æ¥≥ ≤•¨°¥•§ ¥Ø ¥®• °µ¥Ø≠ Ø¥©∂• ©Æ§µ≥¥≤π " !Æ°¨π∫©Æß ¥®• ¨Ø£°¨ °µ¥Ø ≥µ∞∞¨π £®°©Æ ©Æ ¥®• ߨآ°¨ £ØÆ¥•∏¥ 3°≠∞¨©Æß °Æ§ ¶≤°≠•∑Ø≤´ ض °Æ°¨π≥©≥ - °∞∞©Æß ¥®• ∞≤اµ£¥©ØÆ ≥π≥¥•≠ ! % !Æ°¨π∫©Æß ¶©Æ°Æ£©°¨ ¶¨Ø∑≥ ©Æ ¥®• °µ¥Ø ©Æ§µ≥¥≤π 4≤•Æ§≥ ©Æ ¶©Æ°Æ£©°¨ ¶¨Ø∑≥ ¥Ø §•∂•¨Ø∞©Æß £ØµÆ¥≤©•≥ &©Æ°Æ£©°¨ ¶¨Ø∑≥ ¥Ø ¥®• 0®©¨©∞∞©Æ•≥ 3∞°≤≥• ¶Ø≤•©ßÆ ©Æ∂•≥¥≠•Æ¥≥ ©Æ ¥®• 0®©¨©∞∞©Æ• °µ¥Ø≠Ø¥©∂• ©Æ§µ≥¥≤π % "°Æ´≥ °≥ ≥¥Ø£´®Ø¨§•≤≥ ©Æ °µ¥Ø ¶©≤≠≥ ( '≤•°≥©Æß £°≤ ≥°¨•≥ ¥®≤ص߮ ¨Ø°Æ≥ " &Ø£µ≥©Æß ØÆ 4ØπØ¥° - Ø¥Ø≤ 0®©¨©∞∞©Æ•≥ " 6) ,°¢Øµ≤ ©≥≥µ•≥ ©Æ ¥®• °µ¥Ø ©Æ§µ≥¥≤π+ )Æ≥©§• 4ØπØ¥° °Æ§ &-4•£® 0®©¨©∞∞©Æ•≥ 6)) #ØÆ£¨µ≥©ØÆ ( !∞∞•Æ§©∏ % 4°¢¨•≥ °Æ§ &©ßµ≤•≥ 4°¢¨• + )Æ¥•≤Æ°¥©ØÆ°¨ #°≤ 3°¨•≥ / ¥Ø ≠ ©§-// 4°¢¨• + /%- 3µ∞∞¨©•≤ #®°≤°£¥•≤©≥¥©£≥ ! &©ßµ≤• + 0≤©£• 2•§µ£¥©ØÆ≥ $•≠ °Æ§•§ ¶≤Ø≠ !≥≥•≠ ¢¨•≤≥ ( &©ßµ≤• + #Ø≠ ∞¨•≠ •Æ¥°≤π Æ•¥∑Ø≤´ ض °µ¥Ø≠ Ø¢©¨• ≠ °Æµ¶°£¥µ≤•≤≥ ∑©¥®©Æ !3%!. µÆ§•≤ !&4! / 4°¢¨• + 4Ø∞ /// #Ø≤∞Ø≤°¥©ØÆ≥ ©Æ ¥®• 0®©¨©∞∞©Æ•≥7 // 4°¢¨• + - °Æµ¶°£¥µ≤• ض 0°≤¥≥ °Æ§ °££•≥≥Ø≤©•≥ ¶Ø≤ - Ø¥Ø≤ 6•®©£¨•≥ °Æ§ ¥®•©≤ %Æß©Æ•≥ 4°¢¨• %+ 'Ø∂•≤Æ≠ •Æ¥ 0≤Øß≤°≠ ≥ °Æ§ 0ب©£©•≥ ØÆ ¥®• 0®©¨©∞∞©Æ• !µ¥Ø≠ Ø¥©∂• )Ƨµ≥¥≤π % 4°¢¨• !+ 0®©¨©∞∞©Æ• #°≤ 0°≤¥≥ 80#09 ,Ø£°¨ #ØÆ¥•Æ¥ 2•±µ©≤•≠ •Æ¥7 - ( 4°¢¨• (+ 0≤اµ£¥©ØÆ #Ø≥¥ £Ø≠ ∞°≤©≥ØÆ Ø¶ °µ¥Ø≠ Ø¥©∂• µÆ©¥≥ ∞≤اµ£•§ ©Æ ¥®• 0®©¨©∞∞©Æ•≥ °Æ§ *°∞°Æ ( 4°¢¨• "+ $©≥¥≤©¢µ¥©ØÆ Ø¶ !∂•≤°ß• 0≤اµ£¥©ØÆ #Ø≥¥≥ 8< 97 //( " &©ßµ≤• + .µ≠ ¢•≤ ض °µ¥Ø≠ Ø¥©∂• ©Æ§µ≥¥≤π-≤•¨°¥•§ %∏•£µ¥©∂• /≤§•≤≥ ∞•≤ π•°≤ 8(-//9 &©ßµ≤• + %∏•£µ¥©∂• Ø≤§•≤≥ ∞•≤ *°∞°Æ•≥• £Ø≠ ∞°Æπ µÆ§•≤ ¥®• !)#/ ≥£®•≠ • / &©ßµ≤• %+ !µ¥Ø ¶©≤≠ ≥ ©Æ ¥®• 0®©¨©∞∞©Æ•≥ ¢π £ØµÆ¥≤π ض Ø≤©ß©Æ &©ßµ≤• !+ !µ¥Ø ¶©≤≠ ≥ ¢π ≥µ¢-©Æ§µ≥¥≤π &©ßµ≤• (+ !µ¥Ø ¶©≤≠ ≥ ¢π ≥µ∞∞¨π £®°©Æ ≤ب• &©ßµ≤• "+ &≤°≠ •∑Ø≤´ ¶Ø≤ ≠ °∞∞©Æß ¥®• °µ¥Ø ≥µ∞∞¨π £®°©Æ ( 4°¢¨• + - °∞∞©Æß Ø¶ ¥®• ∞≤اµ£¥©ØÆ ∞≤Ø£•≥≥ ض 4ØπØ¥° ≠ ا•¨≥ )ÆÆØ∂° °Æ§ 6©Ø≥ 8//9 " 4°¢¨• /+ - °∞∞©Æß Ø¶ ∞≤اµ£¥©ØÆ ∞≤Ø£•≥≥ ض (ØƧ° ≠ ا•¨≥ #©∂©£7 #©¥π
Load more

Recommended publications
  • Contacts in Japan Contacts in Asia
    TheDirectoryof JapaneseAuto Manufacturers′ WbrldwidePurchaslng ● Contacts ● トOriginalEqulpment ● トOriginalEqulpment Service トAccessories トMaterials +RmR JA払NAuTOMOBILEMANUFACTURERSAssocIATION′INC. DAIHATSU CONTACTS IN JAPAN CONTACTS IN ASIA OE, Service, Accessories and Material OE Parts for Asian Plants: P.T. Astra Daihatsu Motor Daihatsu Motor Co., Ltd. JL. Gaya Motor 3/5, Sunter II, Jakarta 14350, urchasing Div. PO Box 1166 Jakarta 14011, Indonesia 1-1, Daihatsu-cho, Ikeda-shi, Phone: 62-21-651-0300 Osaka, 563-0044 Japan Fax: 62-21-651-0834 Phone: 072-754-3331 Fax: 072-751-7666 Perodua Manufacturing Sdn. Bhd. Lot 1896, Sungai Choh, Mukim Serendah, Locked Bag No.226, 48009 Rawang, Selangor Darul Ehsan, Malaysia Phone: 60-3-6092-8888 Fax: 60-3-6090-2167 1 HINO CONTACTS IN JAPAN CONTACTS IN ASIA OE, Service, Aceessories and Materials OE, Service Parts and Accessories Hino Motors, Ltd. For Indonesia Plant: Purchasing Planning Div. P.T. Hino Motors Manufacturing Indonesia 1-1, Hinodai 3-chome, Hino-shi, Kawasan Industri Kota Bukit Indah Blok D1 No.1 Tokyo 191-8660 Japan Purwakarta 41181, Phone: 042-586-5474/5481 Jawa Barat, Indonesia Fax: 042-586-5477 Phone: 0264-351-911 Fax: 0264-351-755 CONTACTS IN NORTH AMERICA For Malaysia Plant: Hino Motors (Malaysia) Sdn. Bhd. OE, Service Parts and Accessories Lot P.T. 24, Jalan 223, For America Plant: Section 51A 46100, Petaling Jaya, Hino Motors Manufacturing U.S.A., Inc. Selangor, Malaysia 290 S. Milliken Avenue Phone: 03-757-3517 Ontario, California 91761 Fax: 03-757-2235 Phone: 909-974-4850 Fax: 909-937-3480 For Thailand Plant: Hino Motors Manufacturing (Thailand)Ltd.
    [Show full text]
  • Annual Report 2009 Overseas Manufacturing Companies
    Management & Corporate Information Overseas Manufacturing Companies As of March 31, 2009 24 23 19 20 17 18 1 2 32 27-31,33 4 3 12 9 21 22 8 35 6 7 5 13 10 44 11 52 34,36 37 45 47-50 39 38 51 46 16 43 42 25 41 40 15 26 14 53 North America Country/Area Company name Main products Voting rights Start of ratio* (%) operations Canada 1 Canadian Autoparts Toyota Inc. (CAPTIN) Aluminum wheels 100.00 1985 2 Toyota Motor Manufacturing Canada Inc. (TMMC) Corolla, Matrix, RX350, RAV4 100.00 1988 U.S.A. 3 TABC, Inc. Catalytic converters, steering columns, 100.00 1971 stamped parts 4 New United Motor Manufacturing, Inc. (NUMMI)** Corolla, Tacoma 50.00 1984 5 Toyota Motor Manufacturing, Kentucky, Inc. (TMMK) Camry, Camry Hybrid, Camry Solara, 100.00 1988 Avalon, VENZA/engines 6 Catalytic Component Products, Inc. (CCP) Catalytic converters — 1991 7 Bodine Aluminum, Inc. Aluminum castings 100.00 1993 8 Toyota Motor Manufacturing, West Virginia, Inc. (TMMWV) Engines, transmissions 100.00 1998 9 Toyota Motor Manufacturing, Indiana, Inc. (TMMI) Tundra, Sequoia, Sienna 100.00 1999 10 Toyota Motor Manufacturing, Alabama, Inc. (TMMAL) Engines 100.00 2003 11 Toyota Motor Manufacturing, Texas, Inc. (TMMTX) Tundra 100.00 2006 12 Subaru of Indiana Automotive, Inc. (SIA)** Camry — 2007*** Mexico 13 Toyota Motor Manufacturing de Baja California Tacoma/Truck beds 100.00 2004 S.de R.L.de C.V. (TMMBC) Central and South America Country/Area Company name Main products Voting rights Start of ratio* (%) operations Argentina 14 Toyota Argentina S.A.
    [Show full text]
  • ANNUAL REPORT 2007 Asia Start of Voting Rights Company Name Operations Ratio* (%) Main Products China a Tianjin Jinfeng Auto Parts Co., Ltd
    Overseas Manufacturing Companies (Plants that manufacture or assemble Toyota- or Lexus-brand vehicles and component manufacturers established by Toyota) As of March 31, 2007 North America Start of Voting rights Company name operations ratio* (%) Main products Canada 1 Canadian Autoparts Toyota Inc. (CAPTIN) Feb. 1985 100.00 Aluminum wheels 2 Toyota Motor Manufacturing Canada Inc. (TMMC) Nov. 1988 100.00 Corolla, Matrix, RX, engines U.S.A. 3 TABC, Inc. Nov. 1971 100.00 Catalytic converters, stamping parts, steering columns, truck beds 4 New United Motor Manufacturing, Inc. (NUMMI)** Dec. 1984 50.00 Corolla, Tacoma 5 Toyota Motor Manufacturing, Kentucky, Inc. (TMMK) May 1988 100.00 Avalon, Camry, Camry Hybrid, Solara, engines 6 Bodine Aluminum, Inc. Jan. 1993 100.00 Aluminum castings 7 Toyota Motor Manufacturing, West Virginia, Inc. (TMMWV) Nov. 1998 100.00 Engines, transmissions 8 Toyota Motor Manufacturing, Indiana, Inc. (TMMI) Feb. 1999 100.00 Tundra, Sequoia, Sienna 9 Toyota Motor Manufacturing, Alabama, Inc. (TMMAL) Apr. 2003 100.00 Engines 0 Toyota Motor Manufacturing, Texas, Inc. (TMMTX) Nov. 2006 100.00 Tundra - Subaru of Indiana Automotive, Inc. (SIA)** Apr. 2007 *** — Camry Mexico = Toyota Motor Manufacturing de Baja California Sept. 2004 100.00 Truck beds, Tacoma S.de R.L.de C.V, (TMMBC) Central and South America Start of Voting rights Company name operations ratio* (%) Main products Argentina q Toyota Argentina S.A. (TASA) Mar. 1997 100.00 Hilux, Fortuner Brazil w Toyota do Brasil Ltda. May 1959 100.00 Corolla, Fielder Colombia e Sociedad de Fabricacion de Automotores S.A. Mar. 1992 28.00 Land Cruiser Prado Venezuela r Toyota de Venezuela Compania Anonima (TDV)** Nov.
    [Show full text]
  • Presentation Material(PDF 2.15MB)
    Machinery & & Infrastructure Shingo Sato Integrated Transportation Systems Business Unit Ⅰ Copyright © MITSUI & CO., LTD. ALL RIGHTS RESERVED. 30 Quantitative Targets Profit(PAT)／Core Operating Cash Flow Unit：¥bn ■ Profit (PAT) 158.8 ■ Core Operating 105.0 Cash Flow 89.6 90.0 85.0 85.0 Mar/2018 Mar/2019 Mar/2020 （Actual） Medium-term Management Plan Copyright © MITSUI & CO., LTD. ALL RIGHTS RESERVED. 31 Competitive Advantages Developing comprehensive business through extensive customer base and coordination with top-level partners Coordination with 160 affiliate companies ■Automobiles ■Construction equipment ■Shipping ■Aerospace ■Transportation Development & Expansion Copyright © MITSUI & CO., LTD. ALL RIGHTS RESERVED. 32 Competitive Advantages Existing infrastructure assets backed by stable demand Increase in value through productivity streamlining, and portfolio optimization through asset recycling Africa Asia, Renewable energy 7% Australia Power generation capacity 9.3GW 16% Middle East 34% Power Well-balanced region/fuel portfolio By 26% By Operatorship Coal fuel region 22% Gas Americas 62% 32% Solid cooperative structure with MODEC Offshore Proven results with abundance of projects for Brazilian firm Petrobras oil&gas Stable income from 18 FPSO/FSO vessels (investment scale: ¥80 bn) © MODEC Gas Strong relationship with Petrobras distribution Approximately 50% share of Brazil gas supply (Operating in 19 of 26 states) Copyright © MITSUI & CO., LTD. ALL RIGHTS RESERVED. 33 Business Environment Climate change Mobility market Technological bringing heightened expansion and innovation and awareness of the business model digital revolution environment change Low-carbon society Strengthening of Accelerated change Shift from owning to using environmental regulations in industrial structure (lease, rental, sharing) New business opportunities Copyright © MITSUI & CO., LTD.
    [Show full text]
  • Driving Growth Sustainable Society
    Driving Growth towards a Sustainable Society► 2016 Sustainability Report TOYOTA MOTOR PHILIPPINES CORPORATION About the Report This report showcases Toyota Motor Philippines Corporation’s (TMP) accomplishments and initiatives in promoting sustainable growth not only for the company but also for the society, by providing better vehicles and service to its customers. Aligned with the Toyota Global Vision announced in March 2011, the contents of the report are arranged according to the three elements of the Toyota Visionary Statement: • Always Better Cars; • Enriching Lives of Communities; and – • Stable Base of Business. This report also gives a brief overview on TMP’s Manufacturing and Marketing operations, Environmental Performance, CSR activities, and Financial Performance. PERIOD COVERED This report covers TMP’s 2015 accomplishments and initiatives covering the period January – December 2015. For some company information on products and dealers, the status update as of July 2016 has been included. The publication of the report is annual, and available in both print and digital versions. The digital version is available on TMP’s website. SCOPE OF REPORT The report contains TMP’s initiatives with mention of its dealers and suppliers, as well as Lexus dealership operations. About the Cover As the automotive market enters the age of rapid motorization in the country, TMP welcomes the challenges and opportunities that lie ahead, as it remains committed to “Driving Growth Towards a Sustainable Society” through its business operations. The illustration depicts the dawn of a new era in the automotive industry. TMP, as represented by its best- selling locally-produced model - the Vios, starts early on its journey to lead the way in proactively contributing to the nation and to Toyota’s global vision of a sustainable society for future generations.
    [Show full text]
  • TOYOTA MOTOR PHILIPPINES CORPORATION 2020 Sustainability Report
    TOYOTA MOTOR PHILIPPINES CORPORATION 2020 Sustainability Report BETTER LIFE onward About the Report This report showcases Toyota Motor Philippines PERIOD COVERED: Corporation’s (TMP) accomplishments and initiatives in promoting sustainable growth, not only for the company but This report covers highlights of TMP’s 2019 initiatives. also for society. For some company information on products, dealer Table of Contents The contents of the report are divided into three main network and major milestone events, the status update as of sections, as guided by the Global Reporting Initiative (GRI) August 2020 has been included. standards covering the following: This report is available in digital version only, which can 1. Economic Performance; be accessed in TMP’s website (www.toyota.com.ph). 2. Social Performance; and – 3. Environmental Performance SCOPE OF REPORT: This report also gives an overview about TMP’s business The report contains TMP’s initiatives with mention of its in the country, including its latest product line-up, dealer and dealers and suppliers, as well as Lexus dealership operations. supplier network. About the Cover Toyota Motor Philippines Corporation remains steadfast to provide “Better Life Onward.” It continues its journey towards the upliftment of the Philippine economy – society, and environment through sustainable business operations and social responsibility initiatives. While challenges along the way are inevitable, TMP will continue to fulfill its commitment in providing a more sustainable and brighter future for everyone. previous reports View or download TMP reports TOYOTA MOTOR PHILIPPINES In Harmony With Nature from previous years. 2017 Environment Report Visit www.toyota.com.ph/Sustainability# or scan QR code.
    [Show full text]
  • Toyota Motor Philippines Corporation Toyota Global Vision
    TOYOTA MOTOR PHILIPPINES CORPORATION TOYOTA GLOBAL VISION Through our commitment to quality, consistent innovation, and respect for the planet, we at Toyota aim to exceed expectations—and be rewarded with a smile. The image of a tree symbolizes the Toyota Global Vision. The roots are our shared values: the Toyoda Precepts, the Guiding Principles at Toyota, and the Toyota Way. The fruits of this tree create “always better cars” and, at the same time, enrich lives in communities. The trunk is the stable base of the business. Our business activities ensure sustainable growth by fostering this virtuous circle. OUR VISION TOYOTA To be the No.1 MOTOR automotive company where PHILIPPINES great people work as a team to provide OUR MISSION the best products Driven by the will to serve, we commit ourselves: and service to our To dominate our markets through dynamic selling and timely delivery of attractive products, with excellent customer customers service and continuous product improvement To produce vehicles and components of outstanding quality, using advanced technology, continuously improving methods OUR VALUES and environment-friendly processes while maintaining safe working conditions WORK RELATIONAL Competence Commitment To sustain Company profitability, stability, productivity, and Discipline God-centeredness growth by efficiently engaging in effective financial and 5S Integrity resource management for the collective gain of the Toyota Genchi Genbutsu Loyalty Family and the society we serve Kaizen Malasakit Productivity Respect for Others To sustain Team Members’ morale and productivity by Professionalism Teamwork developing their full potential and total well-being, and by Quality Transparency establishing mutual trust, mutual responsibility and harmony Safety and Health Trust through open communication Unity CHAIRMAN’S MESSAGE “In the coming years, Toyota will transition from simply being a vehicle manufacturing company to a mobility company that actively finds solutions to improve means of moving people.” Alfred V.
    [Show full text]
  • Toyota's Manufacturing Supply Chain
    “SUPPLY CHAIN READINESS TRAINING – AUTOMOTIVE SECTOR” Acacia Hotel, Alabang, Philippines │ 29 January 2016 TOYOTA’S MANUFACTURING SUPPLY CHAIN by RICHARD B. VALDEZ Vice President, Purchasing Division Toyota Motor Philippines Corporation Presentation Outline 1. Overview of Toyota Production Structure 2. Becoming a Toyota Supplier 3. Toyota Supply Chain: Philippine Setting 4. Key Factors for Suppliers 1) Toyota Production Structure Manufacturing supply chain strategy adapts to changing structure of production networks. 52 Production Affiliates . 7 Research & Design bases . 175 Distributorships Considerations Production Expansion Cost Efficiency Investment Efficiency Core Competence Focus Control Flexibility 1) Toyota Production Structure Vehicle production characterized by increasing regionalization --- matching demand and supply within the same region <Sample Focus: Innovative International Multi-purpose Vehicle (IMV) > 5 vehicle types, 1 IMV platform I, II, III – Hilux IV – Fortuner V – Innova TSAM – Toyota South Africa Motors (Pty) Ltd. TMP – Toyota Motor Philippines Corp. TKM – Toyota Kirloskar Motor Pvt. Ltd. TMT – Toyota Motor Thailand Co. Ltd. TMMIN – P.T. Toyota Motor Manufacturing Indonesia TASA – Toyota Argentina S.A. 1) Toyota Production Structure Evolution of purchasing system --- promotion of “local purchasing”, i.e. produce/ purchase in the country or region of vehicle production <Sample Focus: Toyota Parts Complementation Scheme in ASEAN> TKM – Toyota Kirloskar Motor TMP – Toyota Motor Philippines TMT – Toyota Motor
    [Show full text]
  • TE SR 2015.Pdf
    Strategy and Analysis a. Provide a statement from the most senior decision-maker of the organization (such as G4-1 CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and the organization’s strategy for addressing sustainability. the power of narrative Just like the power we generate has the ability to energize lives, storytelling has the power to connect, engage, and transform us. Storytelling is an intrinsic ability which makes us uniquely human. Throughout time, mankind has shared stories around bonfires, in caves, long before he learned to write or swipe. POWER The power of storytelling lies in its ability to put ourselves in another person’s shoes and vicariously experience life through different eyes. Stories have the amazing ability to weave characters, transport ideas or recreate events in a plane unbound by the limitations of space and time. While the storytelling medium and techniques have changed over time, the core truth remains that human beings are hardwired to tell and listen to stories. EVOLUTION In this Report, TeaM Energy’s story marks a crucial step in the evolution of our company reporting, as we advance to fulfill the latest G4 guidelines under the Global Reporting Initiative (GRI), the most widely referenced sustainability framework worldwide. As we continue to pursue opportunities to build our capacity and meet the growing energy needs of the country, we also open more avenues to broaden stakeholder engagement and participation. Through our TeaM Energy Foundation, Inc. (TEFI), we also seek and provide training on biodiversity monitoring among our counterparts in the community, with the aim of strengthening the collaboration and partnership with them in promoting the stewardship and conservation of forest resources.
    [Show full text]
  • Toyota and Daihatsu to Begin Compact Car Exports from Indonesia to Philippines
    Toyota Motor Corporation Daihatsu Motor Co., Ltd. Toyota and Daihatsu to Begin Compact Car Exports From Indonesia to Philippines Jakarta, Indonesia, February 3, 2014—Toyota Motor Corporation (TMC) and Daihatsu Motor Co., Ltd. (Daihatsu) announced today the start of exports of a compact car based on the Toyota “Agya”1 from Indonesia to the Philippines, with sales planned to begin at the end of this month. The Agya-based compact car, produced by Daihatsu’s Indonesian subsidiary, PT Astra Daihatsu Motor (ADM), will be sold in the Philippines under the Toyota brand by Toyota Motor Philippines Corporation (TMP). Initial export volume is planned at approximately 500 units a month. At an export ceremony held here today, Daihatsu Executive Vice President Tatsuya Kaneko said: “We are confident that Philippine consumers will be satisfied with this environment-friendly and affordable compact car. By being the first to export a Low Cost Green Car2 vehicle, we are very pleased to contribute to the Indonesian automobile industry through the advancement of vehicle exports.” Also at the ceremony, TMC Managing Officer Hiroyuki Fukui said: “With exports including engines and CBU vehicles to more than 80 countries and regions, Toyota and Daihatsu consider Indonesia a vital global manufacturing and supply base. In 2013, we exported more than 138,000 CBU vehicles from Indonesia—over 80 percent of total CBU exports.” Toyota and Daihatsu will continue to work toward the development of the Indonesian automotive industry, while contributing to the betterment of communities and societies. 1Planned, developed and produced by Daihatsu; has been sold in Indonesia as the “Agya” (Toyota brand) and the “Ayla” (Daihatsu brand) since September 2013 2Known as “LCGC” vehicles; program supports the widespread adoption of affordable and fuel-efficient cars, with certified vehicles eligible for reduced taxes 1/1.
    [Show full text]
  • Notice to File Entry, to Pay Duties and Taxes and to Claim Goods Discharged April 25, 2021
    NOTICE TO FILE ENTRY, TO PAY DUTIES AND TAXES AND TO CLAIM GOODS DISCHARGED APRIL 25, 2021 Discharge Date and Bill of Lading Consignee Party to Notify Time 1 10628660 4/25/2021 8:15 12 24 CARGO EXPRESS CORPORATION SAME AS CONSIGNEE 2 ONEYRICB39097700 4/25/2021 22:12 1224 CARGO EXPRESS CORP 1224 CARGO EXPRESS CORP 3 ONEYRICBA1120500 4/25/2021 1:26 168 CMAV ENTERPRISE 168 CMAV ENTERPRISE 4 ONEYRICBK8432500 4/25/2021 8:26 3 FOR 8 TRADING INTERNATIONAL 3 FOR 8 TRADING INTERNATIONAL 5 ONEYBCNB03117800 4/25/2021 14:51 3C MEAT IMPORTS INC 3C MEAT IMPORTS INC 6 ONEYBCNB03254300 4/25/2021 12:38 3C MEAT IMPORTSINC 3C MEAT IMPORTSINC 7 S21NYC00020 4/25/2021 9:24 90 DEGREES NORTH INC SAME AS CONSIGNEE 8 ONEYRICBA1118500 4/25/2021 1:29 999 FOOD SOURCE INC 999 FOOD SOURCE INC 9 HEB121040184 4/25/2021 8:32 A2Z LOGISTICS INC FIRST SUMIDEN CIRCUITS INC 10 ONEYBKKB82065600 4/25/2021 18:42 AB NUTRIBEV CORP SAME AS CONSIGNEE 11 SHLH2109SMN077 4/25/2021 11:19 ABARGOS CONSUMER GOODS TRADING UNIT SAME AS CONSIGNEE 12 ONEYRICB70508600 4/25/2021 12:04 ABBOTT LABORATORIES ABBOTT LABORATORIES 13 ORD0757193 4/25/2021 3:23 ABBOTT LABORATORIES SAME AS CONSIGNEE 14 34421 4/25/2021 22:38 ACCURA BIOMETRICS INC SAME AS CONSIGNEE 15 XMMN031721 4/25/2021 13:31 ACE HARDWARE PHILIPPINES INC SAME AS CONSIGNEE 16 XMLW2104018 4/25/2021 2:28 ACLARA METERS PHILIPPINES INC SAME AS CONSIGNEE 17 HDMUDALA42165313 4/25/2021 6:38 ADELIO ANGELITO S CRUZ ADELIO ANGELITO S CRUZ 18 SHA7684779 4/25/2021 17:33 ADIDAS PHILIPPINES INC ADIDAS PHILIPPINES INC 19 026B512234 4/25/2021 2:58 ADNFINEST
    [Show full text]
  • Planters Development Bank 2004 Annual Report
    STRENGTH THROUGH PARTNERSHIP PLANTERSBANK 2004 ANNUAL REPORT 2004 ANNUAL REPORT PLANTERS DEVELOPMENT BANK 2004 ANNUAL REPORT SPANNING 20 YEARS, Plantersbank has shared its passion for the small and medium enterprise with a growing roster of prestigious global partners. Today, Plantersbank is 40% owned by the Netherlands Development Company (FMO), Asian Development Bank (ADB) and International Finance Corporation (IFC), building strength upon strength to better serve the SME. Despite the challenges that have weighed upon the Philippine economy in 2004, Plantersbank continued to forge new partnerships with international institutions, even pioneering the first private SME equity fund in the country. This has been characteristic of Plantersbank’s journey through the years, steadily building its network of international alliances and capacity to serve SMEs even through the toughest times. These global institutions come together in Plantersbank to bring the resources of Europe, Asia and the United States to the Filipino SME, strengthening their role in the economy to in turn give back to the global economy. CONTENTS Letter To Shareholders 4 Corporate Highlights 18 Board Of Directors 32 Executive Directory 34 Branch Network 36 Products & Services 40 Institutional Shareholders 41 Affiliates 42 1234567891011121314 STRENGTH THROUGH PARTNERSHIP OUR VISION Plantersbank is the Bank for Small and Medium Enterprises (SMEs). Our customers are happy with the service and value they get that they grow with us and say a good word about us. Our employees are most fulfilled and enjoy their work. Our shareholders are proud to realize their development mission and are rewarded by increased shareholder value and better-than-industry return on their investment.
    [Show full text]