DOCSLIB.ORG

Global Network

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Global Network 18 CONTENTS Mazda Annual Report 2015 Foundations Underpinning Introduction Message from Management Growth Strategy Review of Operations Corporate Data Sustainable Growth Global Network 26 Changan Mazda Automobile 8 Hiroshima Plant 9 Hofu Plant Location : Nanjing, China Location : Aki-gun, Hiroshima, Japan Location : Hofu, Yamaguchi, Japan Production capacity : 220,000 units per year Production capacity : 515,000 units per year Production capacity : 481,000 units per year Models in production : Mazda2, Mazda3, CX-5 Main models in production : CX-3, CX-5, CX-9, Roadster, Models in production : Demio, Axela, Atenza Premacy, MPV, Biante, Verisa 22 17 20 21 19 18 6 25 28 15 7 26 27 29 12 14 4 10 23 24 9 32 39 5 13 16 33 3 30 31 35 34 11 42 1 2 8 40 36 30 AutoAlliance (Thailand) 13 Mazda de Mexico Vehicle Operation 41 43 37 38 Location : Salamanca, Mexico Production capacity : 250,000 units per year Location : Rayong, Thailand (March 2016 fiscal year) Production capacity : 141,000 units per year Models in production : Mazda2, Mazda3, Toyota- Models in production : Mazda2, Mazda3, BT-50 brand compact vehicles 19 CONTENTS Mazda Annual Report 2015 Foundations Underpinning Introduction Message from Management Growth Strategy Review of Operations Corporate Data Sustainable Growth Global Network Major Facilities Trends in Production Volume ■ Japan ■ Overseas (Thousands of units) Japan (Number of dealerships: 1,026) China (Number of dealerships: 455) 1,375 Headquarters 1 Headquarters Regional headquarters 23 Mazda Motor (China) (MCO) 1,277 1,269 1,185 1,200 2 Headquarters R&D Divisions R&D 24 MCO China Engineering Support Center 456 411 296 338 321 3 Mazda R&D Center (Yokohama) 25 FAW Car* 4 Miyoshi Proving Ground Production facilities 26 Changan Mazda Automobile (Nanjing Company) R&D 919 5 Mine Proving Ground 27 Changan Ford Mazda Engine 973 867 847 879 6 Hokkaido Kenbuchi Proving Ground 28 FAW Mazda Motor Sales Distributors 7 Hokkaido Nakasatsunai Proving Ground 29 Changan Mazda Automobile Sales 2011 2012 2013 2014 2015 (Years ended 8 Hiroshima Plant March 31) 9 Hofu Plant Asia, Oceania (Number of dealerships: 533) Production facilities Sales Trends by Major Markets 10 Miyoshi Plant 30 AutoAlliance (Thailand) ■ Japan ■ North America ■ Europe ■ China 11 31 Press Kogyo Onomichi Plant* Mazda Powertrain Manufacturing (Thailand) ■ Other markets (Thousands of units) 1,397 Production facilities 32 Ford Lio Ho Motor* 1,331 1,273 1,247 1,235 North America (Number of dealerships: 857) 33 Vina Mazda Automobile Manufacturing* 293 303 277 263 300 Regional headquarters / 34 Mazda Malaysia 12 Mazda North American Operations 196 215 R&D 236 223 175 35 Mazda Sales (Thailand) 207 229 Production facilities 13 Mazda de Mexico Vehicle Operation 212 183 172 36 PT. Mazda Motor Indonesia 14 Mazda Motor of America 372 391 425 Distributors 37 Mazda Australia 342 372 Distributors 15 Mazda Canada 38 Mazda Motors of New Zealand 206 206 216 244 225 16 Mazda de Mexico Sales & Commercial Operation 39 Mazda Motor Taiwan 2011 2012 2013 2014 2015 (Years ended March 31) Europe (Number of dealerships: 1,717) Central and South America, Middle East, Africa (Number of dealerships: 611) Sales Volume Composition Ratios Regional headquarters / (March 2015 fiscal year) 17 Mazda Motor Europe / European R D Centre 40 Manufacturas, Armadurias y Repuestos Ecuatorianos* R&D & Production facilities Other markets Japan 41 Ford Motor Company of Southern Africa* Production facilities 18 Mazda Sollers Manufacturing Rus 21.7% 16.1% 42 Mazda De Colombia Logistics / Sales 19 Mazda Motor Logistics Europe Distributors 43 Mazda Southern Africa North 20 Mazda Motors (Deutschland) China 15.4% America 21 Mazda Motors UK (As of March 31, 2015) 30.4% Distributors * Consignment production facilities 22 Mazda Motor Russia Europe 19 others in major markets 16.4%.
Load more

Recommended publications
  • Driving Growth Towards the Future
    Head Office Jidosha Kaikan, Shiba Daimon 1-chome, Minato-ku Tokyo 105-0012 Japan Tel: +81-3-5405-6126 Fax: +81-3-5405-6136 DRIVING GROWTH http://www.jama.or.jp/ Singapore Branch North American Office 143 Cecil Street, 1050 17th Street, N.W., Suite 410 #09-03/04 GB Bldg. Washington, DC 20036-5518, USA TOWARDS THE FUTURE Singapore 069542 Tel: +1-202-296-8537 Tel: +65-6221-5057 Fax: +1-202-872-1212 Fax: +65-6221-5072 http://www.jama.org/ 2015 Beijing Representative European Office Office Avenue Louise 287 Unit 1001B, Level 10, 1050 Bruxelles, BELGIUM China World Office 2 Tel: +32-2-639-1430 No. 1 Fax: +32-2-647-5754 Jian Guo Men Wai Avenue Beijing, China 100004 Tel: +86-10-6505-0030 Fax: +86-10-6505-5856 KAWASAKI HEAVY INDUSTRIES, LTD. SUZUKI MOTOR CORPORATION DAIHATSU MOTOR CO., LTD. Kobe Head Office: Head Office: Head Office: Kobe Crystal Tower, 1-3, Higashi 300, Takatsuka-cho, Minami-ku, 1-1, Daihatsu-cho, Ikeda, Osaka 563-8651 Kawasaki-cho 1-chome Chuo-ku, Hamamatsu, Shizuoka 432-8611 Tel: +81(72)751-8811 Kobe, Hyogo 650-8680 Tel: +81(53)440-2061 Tokyo Office: Tel: +81(78)371-9530 Tokyo Branch: Shinwa Bldg, 2-10, Nihonbashi Hon-cho, Tokyo Head Office: Suzuki Bldg, Higashi-shimbashi 2F, 2-Chome, Chuo-ku, 2-2-8 Higashi-shinbashi, Tokyo 103-0023 1-14-5, Kaigan, Minato-ku, Tokyo 105-8315, Japan Minato-ku, Tokyo 105-0021 Tel: +81(3)4231-8856 Tel: +81(3)5425-2158 http://www.daihatsu.com/ Tel: +81(3)3435-2111 http://www.khi.co.jp/ http://www.globalsuzuki.com/ FUJI HEAVY INDUSTRIES LTD.
    [Show full text]
  • Media Relations Activities As a Public Relation Strategy Implementation of Pt
    49 MEDIA RELATIONS ACTIVITIES AS A PUBLIC RELATION STRATEGY IMPLEMENTATION OF PT. TOYOTA ASTRA MOTOR Galih Akbar Prabowo Institut Agama Islam Negeri Ponorogo Jl. Puspita Jaya, Jenangan, Ponorogo email: [email protected] Abstract: Public relations have an important role in a company. Not only in the effort to ensure good relations with the internal stakeholders, but also with its external stakeholders. In relation to external stakeholders, the media is one of the parties that have important roles in the formation of the company image. PT. Toyota Astra Motor as an international scale automotive company is an example of a company that owns a large commitment to building a good relation with media. Media relations activities conducted by the company have been proving that PT. Toyota Astra Motor not only placed the press as an instrument to build a positive image of the company but even more than that, the media is one of the important stakeholders and a partner for the PT. Toyota Astra Motor Itself. Keywords: Public Relations, Media, Toyota INTRODUCTION PT. Toyota Astra Motor is an example of a company that has a strong commitment to fostering good relations with the media as one of its external stakeholders. PT. Toyota Astra Motor shows that the media is not only a tool to create a positive image for the company. But more than that, PT. Toyota Astra Motor positions the media as partners. This can be seen from the various media relations activities carried out routinely as part of the efforts of PT. Toyota Astra Motor is creating and maintaining a harmonious relationship with the media as well as an effort to manage the positive image of PT.
    [Show full text]
  • Skripsi Analisis Strategi Segmentation, Targeting
    SKRIPSI ANALISIS STRATEGI SEGMENTATION, TARGETING, POSITIONING (STP)PADAPT. KUMALA CELEBES MOTOR (MAZDA MAKASSAR) ROSNAINI 105720500914 JURUSAN MANAJEMEN FAKULTAS EKONOMI DAN BISNIS UNIVERSITAS MUHAMMADIYAH MAKASSAR MAKASSAR 2018 1 ANALISIS STRATEGI SEGMENTATION, TARGETING, POSITIONING (STP)PADAPT. KUMALA CELEBES MOTOR (MAZDA MAKASSAR) SKRIPSI ROSNAINI NIM 105720500914 Diajukan Guna Memenuhi Salah Satu Syarat Untuk Memperoleh Gelar Sarjana Ekonomi (S1) Fakultas Ekonomi Dan Bisnis Universitas Muhammadiyah Makassar JURUSAN MANAJEMEN FAKULTAS EKONOMI DAN BISNIS UNIVERSITAS MUHAMMADIYAH MAKASSAR MAKASSAR 2018 ii PERSEMBAHAN “Skripsi ini Kupersembahkan bagi kedua orang tua tercinta sebagai bentuk tanggung jawab, bakti, dan ungkapan terima kasih atas doa, motivasi, semangat, dan pengorbanan yang telah diberikan selama ini”. MOTTO HIDUP “Memulai dengan penuh keyakinan Menjalankan dengan penuh keikhlasan Menyelesaikan dengan penuh kebahagiaan” iii iv v vi KATA PENGANTAR Syukur Alhamdulillah penulis panjatkan ke hadirat Allah SWT atas segala rahmat dan hidayah yang tiada henti diberikan kepada hamba-Nya. Shalawat dan salam tak lupa penulis kirimkan kepada Rasulullah SAW beserta para keluarga, sahabat, dan para pengikutnya. Merupakan nikmat yang tiada ternilai manakala penulisan skripsi yang berjudul “Analisis Strategi Segmentation, Targeting, Positioning Pada PT. Kumala Celebes Motor (Mazda Makassar)”. Skripsi yang penulis buat ini bertujuan untuk memenuhi syarat dalam menyelesaikan Program Sarjana (S1) pada Fakultas Ekonomi dan Bisnis Universitas
    [Show full text]
  • BAB I PENDAHULUAN 1.1. Judul : Pusat DIKLAT Mobil Nasional
    BAB I PENDAHULUAN 1.1. Judul : Pusat DIKLAT Mobil Nasional ESEMKA di Klaten 1.2. Pengertian Judul Pusat : pokok pangkal atau yang menjadi pumpunan (berbagai- bagai urusan, hal, dsb). (Kamus Besar Bahasa Indonesia). Diklat : Pendidikan dan pelatihan (Diklat) merupakan wahana strategis dalam rangka pengembangan sumber daya manusia yang berkualitas, memiliki ilmu pengetahuan, keterampilan dan kepribadian seutuhnya untuk dapat bekerja dengan baik dan mampu memecahkan berbagai masalah kehidupan dalam perubahan yang berlangsung begitu cepat. (Tigor Panusunan Siregar, 2011). Mobil Nasional : mobil yang rancangan hak kekayaan intelektual dan ownershipnya punya indonesia. (Dewa Yuniardi, 2012). Esemka : produk mobil nasional (Mobnas) hasil rakitan siswa- siswa SMK yang bekerja sama dengan institusi dalam negeri dan beberapa perusahaan lokal dan nasional. Kandungan komponen lokal berkisar antara 50-90%. (wikipedia, 2012). Klaten :*Sebuah kabupaten di Provinsi Jawa Tengah. Ibukotanya adalah Kota Klaten. Kabupaten ini berbatasan dengan Kabupaten Boyolali di utara, Kabupaten Sukoharjo di timur, serta Provinsi Daerah Istimewa Yogyakarta di selatan dan barat. (wikipedia, 2012). *Wilayah dimana akan dibuatnya Pusat DIKLAT Mobil Nasional ESEMKA. (Hasil Analisis Penulis, 2012). 1 | P a g e Pengertian Pusat DIKLAT Mobil Nasional ESEMKA di Klaten adalah sebuah pusat pendidikan dan pelatihan (perakitan, penjualan, promosi, informasi, modifikasi) mobil nasional bagi pelajar SMK. 1.3. Latar Belakang 1.3.1. Sejarah Industri Mobil Di Indonesia Perkembangan industri otomotif di Indonesia didorong oleh kebijakan Pemerintah yang mengatur sektor tersebut, kemajuan teknologi dan situasi ekonomi. Industri otomotif di Indonesia mulai berkembang pada tahun 1970, ketika itu Pemerintah Indonesia mengeluarkan beberapa kebijakan untuk mendukung industri otomotif di Indonesia seperti SK Menteri Perindustrian No.307/M/SK/8/76, SK Menteri Perindustrian No.231/M/SK/11/78 dan SK Menteri Perindustrian No.168/M/SK/9/79.
    [Show full text]
  • Hand-In-Hand 2008
    2008 Foreword Promoting the Sound Development of the ASEAN Automotive Industry The history of steadily expanding cooperative The past several years have seen the motor ties between member companies of the Japan industries in ASEAN neighboring countries Automobile Manufacturers Association (JAMA) increasing their competitive strength, which and their ASEAN partners is now close to half a underscores the urgency of greater global century old. competitiveness for ASEAN's automotive sector. With this goal in mind, there are high hopes that Those years were marked by some difficult ASEAN will further promote regional integration times―the Asian economic crisis of 1997, for at the earliest possible time. example―but throughout, JAMA members remained firmly committed to ASEAN, ASEAN is making bold moves to surmount the consistently striving, through automobile hurdles on the path to greater growth. Such production, sales, and exports, to advance moves include the abolition of regional tariffs, investment, create jobs, and transfer technology. harmonization of automotive technical This booklet outlines the more recent activities of regulations, mutual recognition of certification, JAMA and its member companies in the ASEAN the streamlining of customs procedures and region. distribution systems, the fostering of supporting industries and human resources, the promotion In 2007, new vehicle sales in the ASEAN market of safety, greater environmental protection, and (Indonesia, Malaysia, the Philippines, Singapore, other strategies aimed at promoting
    [Show full text]
  • Statistik Pencemaran Dan Kerusakan Lingkungan
    Hasil Pengukuran Kualitas Udara Ambien Tepi Jalan Raya Rata-Rata Karbon Monoksida (CO) Tahun 2017–2019 Kualitas Udara Tepi Jalan Raya Baku Mutu (Roadside Monitoring) No Kota Kategori Kota Rata-Rata CO (BM 10.000) (μg/Nm3) 2017 2018 2019 1 2 3 8 9 10 11 1 BANDUNG Metropolitan - - - 10,000 2 BEKASI Metropolitan - 1,913 - 10,000 3 DEPOK Metropolitan - - 6,313 10,000 4 JAKARTA BARAT Metropolitan 6,223 - 5,468 10,000 5 JAKARTA PUSAT Metropolitan 496 1,402 4,707 10,000 6 JAKARTA SELATAN Metropolitan 1,402 1,595 4,533 10,000 7 JAKARTA TIMUR Metropolitan 8,509 1,277 629 10,000 8 JAKARTA UTARA Metropolitan 7,366 1,651 3,053 10,000 9 MAKASSAR Metropolitan 305 1,277 859 10,000 10 MEDAN Metropolitan - - - 10,000 11 PALEMBANG Metropolitan 4,303 3,940 - 10,000 12 SEMARANG Metropolitan - 2,338 3,970 10,000 13 SURABAYA Metropolitan - - - 10,000 14 TANGERANG Metropolitan - - 3,666 10,000 1 BALIKPAPAN Besar - 1,336 4,321 10,000 2 BANDAR LAMPUNG Besar - - - 10,000 3 BANJARMASIN Besar - 3,817 458 10,000 4 BOGOR Besar - - - 10,000 5 CIMAHI Besar - 1,915 - 10,000 6 DENPASAR Besar 4,230 3,964 4,642 10,000 7 KOTA BATAM Besar - - 3,473 10,000 8 MALANG Besar - - 1,214 10,000 9 MANADO Besar 1,309 - - 10,000 10 PADANG Besar - - - 10,000 11 PEKAN BARU Besar - - - 10,000 12 PONTIANAK Besar - - 2,978 10,000 13 SAMARINDA Besar - 2,497 1,270 10,000 14 SURAKARTA Besar - 1,654 4,711 10,000 15 TANGERANG SELATAN Besar - - 2,826 10,000 1 Evaluasi Kualitas Udara Perkotaan (EKUP) 16 YOGYAKARTA Besar 6,757 - 113 10,000 1 AMBON Sedang - - - 10,000 2 BANDA ACEH Sedang - - - 10,000 3 BENGKULU Sedang - - - 10,000 4 GORONTALO Sedang - 4,064 4,533 10,000 5 JAMBI Sedang - 941 6,072 10,000 6 JAYAPURA Sedang - - - 10,000 7 KENDARI Sedang - - - 10,000 8 KOTA TERNATE Sedang - - - 10,000 9 KUPANG Sedang - - - 10,000 10 MAMUJU Kecil - - - 10,000 11 MANOKWARI Kecil - - - 10,000 12 MATARAM Sedang - - - 10,000 13 PALANGKA RAYA Sedang - - - 10,000 14 PALU Sedang - - - 10,000 15 PANGKAL PINANG Sedang - - - 10,000 16 SERANG Sedang 4,513 - - 10,000 17 TANJUNG PINANG Sedang - - - 10,000 Sumber: Dit.
    [Show full text]
  • Riding Southeast Asia's Automotive Highway
    Strategies to steer through Southeast Asia’s promising automotive market November 2015 Riding Southeast Asia’s automotive highway In this paper 2 Southeast Asia’s motoring potential 3 An uneven road to growth 4 Dual carriageway – Regional manufacturing hub and local sales 7 Bumps in the road – Volatility and complexity 8 Navigating Growth Markets 9 Strategies to steer through complexity 15 Cambodia, Laos, Myanmar, Vietnam (CLMV) – The next automotive frontiers www.pwc.com/gmc Riding Southeast Asia’s automotive highway The region as a whole has low levels of car Following a few sluggish years, the global ownership and many first-time car buyers. It is automotive scene is starting to look up, most expected that many two-wheeler owners will notably marked by an increase in M&A activity eventually convert to four-wheeled vehicles, in 2014. According to PwC’s automotive analyst forming a large group of first-time buyers as group, Autofacts, global production is set to rise affluence grows. Many potential new drivers in the by 22.3m units between 2014 and 2021, at an region still own two-wheelers, with motorcycle annual compounded growth rate (CAGR) of 3.4%.1 penetration rates at over 80% in Indonesia, Whilst the BRIC markets have previously led global Thailand, Vietnam and Malaysia5. In a study growth, car sales have dipped 20% to date since conducted by the Pew Research Centre last year, December last year, due to slowing growth in China car owners accounted for less than 10% of the and declining sales in Russia and Brazil, while populations in Indonesia, the Philippines and newer growth markets take the lead.
    [Show full text]
  • The Automotive Sector in Emerging Economies: Industrial Policies, Market Dynamics and Trade Unions
    Rudolf Traub-Merz (ed.) The Automotive Sector in Emerging Economies: Industrial Policies, Market Dynamics and Trade Unions Trends & Perspectives in Brazil, China, India, Mexico and Russia Rudolf Traub-Merz (ed.) The Automotive Sector in Emerging Economies: Industrial Policies, Market Dynamics and Trade Unions Trends & Perspectives in Brazil, China, India, Mexico and Russia Imprint The Automotive Sector in Emerging Economies: Industrial Policies, Market Dynamics and Trade Unions. Trends & Perspectives in Brazil, China, India, Mexico and Russia Edited by Rudolf Traub-Merz Published by: Friedrich-Ebert-Stiftung, Hiroshimastraße 28, 10785 Berlin © 2017 Friedrich Ebert Stiftung Global Policy and Development Hiroshimastr. 28 | D-10785 Berlin | Germany Responsible: Mirko Herberg | International Trade Union Policy Phone: +49-30-269-35-7458 | Fax: +49-30-269-35-9255 www.fes.de/gewerkschaften To order publications: [email protected] Commercial use of all media published by the Friedrich-Ebert-Stiftung (FES) is not permitted without the written consent of the FES. The views expressed in this publication are not necessarily those of the Friedrich-Ebert-Stiftung. Design / Typesetting: pertext, Berlin Cover pictures: Digital sketching of a concept car (dboyfotopages, Duplex, CC-BY-2.0) Montage (BMW Werk Leipzig, Duplex, CC-BY-SA-2.0) ISBN: 978-3-95861-597-7 Contents Foreword Tina Hennecken and Rudolf Traub-Merz → 6 Emerging Economies and the Global Automotive Industry Policies between Import Substitution, Global Supply Chains and the Emergence of Concepts of New Mobility Rudolf Traub-Merz → 8 PART I: THE AUTOMOTIVE INDUSTRY – PROSPECTS FOR EMERGING ECONOMIES Evolution and Challenges of the Automotive Industry in Brazil Contribution to the Debate Fernando Sarti and Robert A.
    [Show full text]
  • Activities by Region Asia, Oceania
    Activities by Region Asia, Oceania Asia, Oceania 2 ・Mazda began sales in Australia when it established an affiliate company in the country in 1967. It was the company’s first overseas office. 1 3 4 ・In Thailand Mazda began producing pickup trucks in 1998 at a production facility jointly owned by Ford. Production was later expanded to include 5 the Mazda2 and Mazda3. ・In 2012, Mazda achieved record sales in Australia, Thailand, Indonesia and Malaysia. In Australia the company became the first full-line importer to exceed annual sales of 100,000 units, and the Mazda3 was the best-selling vehicle in the country for the second consecutive year. ・Mazda’s new transmission plant in Thailand will begin operations in the first half of fiscal year ending March 2016. Mazda Powertrain Manufacturing (Thailand) Co., Ltd. BT-50 (Produced at AAT) (Image of completed plant) Regional Headquarters (As of December 31, 2012) Mazda Vehicle Production (As of December 31, 2012) (Units) Country/ Number of Investment CY2008 CY2009 CY2010 CY2011 CY2012 region Company name Location Established employees Primary business ratio Taiwan Ford Lio Ho Motor 6,062 9,491 6,977 3,471 4,775 Mazda South East Asia, Ltd. Overall management of business in Thailand AutoAllianceThailand 48,238 29,408 87,348 75,630 115,815 Thailand 1 Bangkok August 2005 － Mazda 100% (MSEA) the ASEAN region Philippines Ford Motor Company Philippines 200 180 － － － Malaysia Associated Motors Industries *3 148 － － － － *3 Ended production at Associated Motors Industries in March 2008 Production Facilities (As of December 31, 2012) Mazda Sales (As of December 31, 2012) (Units) Country/ Company name Location Start of Mazda Number of Primary Investment region production employees products ratio CY2008 CY2009 CY2010 CY2011 CY2012 Ford Lio Ho Motor Co., Ltd.
    [Show full text]
  • Inovasi Dan Digitalisasi: Menciptakan Nilai Untuk Tumbuh Secara Berkelanjutan
    Inovasi dan Digitalisasi: Menciptakan Nilai untuk Tumbuh Secara Berkelanjutan Innovation and Digitalization: Creating Value to Sustain Growth PT Astra International Tbk Laporan Tahunan 2018 Annual Report Laporan Tahunan 2018 Annual Report Innovation and Digitalization: Creating Value to Sustain Growth Amidst challenges in the economy and business throughout 2018, Astra Group maintained the sustainability of its business by continuing to build its capabilities focusing on four core areas: continuous innovation, developing globally oriented employees, being an agile organization, and being a partner of choice. Also, in the face of massive, rapid and unpredictable changes in the business landscape, Astra Group has stepped-up its digitalization initiatives to drive more effective business processes, optimize market penetration capability, and introduce various innovations and new services on digital platforms. By building digital capabilities while continuing to encourage the creation of added value for its customers, employees, business partners, shareholders and the people of Indonesia, Astra Group moves forward in its strategic journey towards the Pride of the Nation. Laporan Tahunan 2018 Annual Report ASTRA 1 Highlights Management Reports Company Profile Human Capital Management Discussion and Analysis Corporate Governance Corporate Social Responsibility Consolidated Financial Statements 2018 Inovasi dan Digitalisasi: Menciptakan Nilai untuk Tumbuh Secara Berkelanjutan Di tengah berbagai tantangan perekonomian dan bisnis sepanjang tahun
    [Show full text]
  • Jokowi, Mobil Esemka Dan Kaidah Fiqhiyah
    Jokowi, Mobil Esemka dan Kaidah Fiqhiyah written by Harakatuna Esemka, sebuah merek mobil yang dalam beberapa waktu terakhir menjadi sorotan masyarakat Indonesia, terutama jika dikaitkan dengan dinamika politik yang ada. Politik apa? Ya politik yang selalu dikaitkan dengan satusosok fenomenal, Joko Widodo (Jokowi). Hal ini masuk akal, karena sejak menjabat Wali Kota Solo (saat ini menjabat Presiden RI), Jokowi-lah yang melambungkan nama mobil Esemka, bahkan menyebutnya sebagai kebanggaan karena merupakan karya anak bangsa. Apakah kemudian rasa kebanggaan terhadap karya anak bangsa ini disikapi positif oleh seluruh masyarakat Indonesia? Ternyata tidak demikian. Kelompok oposisi, jelas geram. Tuduhan mulai dilontarkan dengan menyebut Esemka hanya menjadi “kendaraan politik” Jokowi, pencitraan yang menipu rakyat, proyek mimpi atau ghoib, dan sebagainya. Namun kemudian, setelah sekian lama digaungkan, pada September 2019, Presiden Jokowi seperti hendak menjawab semua tuduhan negatif itu dengan secara resmi meluncurkan mobil Esemka. Tapi apa mau dikata. Peristiwa ini lagi- lagi menjadi ‘gorengan’ politik kelompok oposisi yang selalu mencari celah kesalahan pemerintahan Jokowi. Jika sebelumnya kabar yang disebarkan yaitu Esemka adalah proyek mimpi, yang tidak akan terwujud, maka setelah kenyataan memperlihatkan bahwa Esemka bukan proyek mimpi, sejumlah isu negatif lain terus dilemparkan. Tipudaya Rezim di Balik Esemka Mari kita lihat isu apa saja terkait Esemka yang terus disebarkan untuk menyerang kredibilitas pemerintah, sekaligus bagaimana seharusnya kita memandang fenomena Esemka tanpa tendensi oposisi. 1. Isu: Esemka disebut-sebut sebagai Mobil Nasional (mobnas). Fakta: Presiden Direktur PT Solo Manufaktur Kreasi (SMK), produsen pembuat Esemka, Eddy Wirajaya mengungkapkan bahwa mobil Esemka yang diproduksi oleh perusahaannya bukanlah mobil nasional. Menurut Eddy, perusahaannya merupakan perusahaan nasional yang 100% dimiliki swasta, sehingga akan lebih tepat apabila disebut mobil buatan Indonesia atau karya anak bangsa.
    [Show full text]
  • 2015 All.Pdf
    CONTENTS 1 Editorial Policy 77 Collection and Recycling of End-of-Life Vehicles (ELVs) and Used Parts 2 Corporate Vision 79 Biodiversity Conservation 80 Environmental Communication 3 Top Message 82 Mazda’s Corporate Activities and Impact on the Environment Continuing to Tackle Challenges, Envisioning Cars Existing Sustainably 84 Social Contributions with the Earth and Society 85 Social Contributions 6 Corporate Profile / Global Network 88 Respect for People 7 FY March 2015 Highlights 89 Initiatives with Employees 8 Major Product Lineup / Top 10 Markets in 101 Human Rights Global Sales for FY March 2015 104 Management 9 Feature Story: New Demio/Mazda2 — Embodies the Mazda Brand 105 Management (Corporate Governance / Internal Controls / Risk Management / 15 Mazda CSR Compliance) 16 Mazda CSR 113 Implementing CSR in the Value Chain 22 Stakeholder Engagement 116 With Shareholders and Investors 24 Customer Satisfaction 119 Innovation 25 Commitment to Customers (Innovation to Pursue the Mazda Brand / Collaboration with (Quality / Products / Sales / Customer Service) Automobile Manufacturers / Collaboration with Suppliers / Industry- 42 Safety Initiatives Academia-Government Collaboration Initiatives) 124 Major External Evaluation/Awards for FY March 2015 50 Environmental Protection 125 History of Mazda 51 Basic Approach on Environmental Protection 127 Third-Party Opinion 53 Mazda Green Plan 2020 Mid-term Environmental Plan 57 Environmental Management 128 Third-Party Verification 61 Efforts Regarding Product and Technology Development 129 Third-Party Assurance 70 Efforts Regarding Manufacturing and Logistics 130 Table of Comparisons with Guidelines Editorial Policy Approach to Reporting Information ■ This report presents Mazda’s CSR initiatives in the six areas — Customer Satisfaction, Mazda discloses information in the following formats.* Environmental Protection, Social Contributions, Respect for People, Compliance and * If any content errors are found after publication, a list of errata will be posted on Mazda’s official website.
    [Show full text]