Document De Référence 2015 Sommaire

Total Page:16

File Type:pdf, Size:1020Kb

Document De Référence 2015 Sommaire DOCUMENT DE RÉFÉRENCE 2015 SOMMAIRE 1 L’essentiel sur Faurecia 3 8.5. Rapport des commissaires aux comptes établi en application Organes de direction et de contrôle 4 de l’article L. 225-235 du code Chiff res clés 5 de commerce, sur le rapport du président du conseil d’administration de Faurecia 152 2 L’activité du Groupe en 2015 7 2.1. Groupe Faurecia 8 9 Comptes consolidés 155 2.2. Évolution des activités du Groupe et chiff res d’aff aires 13 9.1. État du résultat global de la période 156 2.3. Événements récents 20 9.2. Bilan consolidé 158 9.3. Tableau des fl ux de trésorerie 3 consolidés 160 Les résultats et le fi nancement 21 9.4. Variation des capitaux propres 3.1. Résultats 22 consolidés 161 3.2. Structure fi nancière et endettement 25 9.5. Annexe aux états fi nanciers consolidés 162 3.3. Perspectives 26 9.6. Liste des sociétés consolidées au 31 décembre 2015 218 3.4. Facteurs de risques 27 9.7. Rapport des commissaires aux comptes sur les comptes consolidés 225 4 La politique de ressources humaines et la politique 10 Informations juridiques sociale du Groupe 37 et fi nancières 227 4.1. La sécurité au travail 38 10.1. Comptes sociaux et rapport 4.2. Le développement des compétences 41 de gestion de Faurecia 228 4.3. La poursuite d’un dialogue 10.2. Rapport des commissaires aux économique et social approfondi 46 comptes sur les comptes annuels 252 4.4. Épargne d’entreprise, intéressement 10.3. Le capital et la bourse 254 et participation au développement 10.4. Informations complémentaires du Groupe 49 sur Faurecia 258 4.5. Effi cacité administrative des ressources humaines 51 4.6. Autres indicateurs sociaux 52 11 Assemblée générale mixte du 27 mai 2016 275 5 Qualité 61 11.1. Ordre du jour 276 11.2. Exposé des motifs des résolutions 277 5.1. Résultats Qualité 62 11.3. Résolutions 291 5.2. Faurecia Excellence System (FES) 63 11.4. Informations relatives à 5.3. Trophées clients 64 l’administratrice proposée au 5.4. Perspectives 2016 65 renouvellement et aux candidats dont la nomination est soumise au vote 295 6 Recherche et développement 67 11.5. Rapports 297 6.1. L’attente du marché 68 6.2. Recherche et innovation 71 Annexes 305 6.3. Ingénierie et management Attestation du responsable du document des programmes 78 de référence et responsable de l’information 306 Table de concordance avec les informations 7 requises dans le rapport fi nancier annuel 307 Faurecia et Table de concordance avec les informations le développement durable 79 requises dans le rapport du président sur 7.1. Faurecia et l’environnement 80 le gouvernement d’entreprise et le contrôle interne 307 7.2. Les actions sociétales 92 Table de concordance avec l’annexe I du règlement européen (CE) n° 809/2004 de la 8 Gouvernement d’entreprise 101 Commission européenne du 29 avril 2004 308 Table de concordance avec les informations 8.1. Le conseil d’administration 102 requises par le décret n° 2012-557 du 8.2. Le comité exécutif 140 24 avril 2012 relatif aux obligations 8.3. Le Senior Management 142 de transparence des entreprises en matière sociale et environnementale 8.4. Procédures de contrôle interne (article R. 225-105-1 du code de commerce) 311 et de gestion des risques mises en place par le groupe Faurecia 143 Document de référence 2015 Le présent document de référence incluant le rapport fi nancier annuel a été déposé auprès de l’Autorité des Marchés Financiers le 21 avril 2016 conformément à l’article 212-13 de son Règlement général. Il pourra être utilisé à l’appui d’une opération fi nancière s’il est complété par une note d’opération visée par l’AMF. Ce document a été établi par l’émetteur et engage la responsabilité de ses signataires. Faurecia DOCUMENT DE RÉFÉRENCE 2015 1 2 Faurecia DOCUMENT DE RÉFÉRENCE 2015 1 L’essentiel sur Faurecia SOMMAIRE ORGANES DE DIRECTION CHIFFRES CLÉS 5 ET DE CONTRÔLE 4 Faurecia DOCUMENT DE RÉFÉRENCE 2015 3 1 L’essentiel sur Faurecia Organes de direction et de contrôle Organes de direction et de contrôle Conseil d’administration * (au 31 décembre 2015) Comité exécutif Président-directeur général Yann Delabrière Président-directeur général Yann Delabrière Niklas Braun Administrateurs Vice-Président Exécutif, Faurecia Automotive Exteriors Éric Bourdais de Charbonnière Michel Favre Jean-Baptiste Chasseloup de Chatillon Vice-Président Exécutif, Finance Jean-Pierre Clamadieu Lee Gardner Hervé Guyot Hans-Georg Härter Vice-Président Exécutif, Stratégie Linda Hasenfratz ** Patrick Koller Ross McInnes Vice-Président Exécutif, Faurecia Automotive Seating Amparo Moraleda jusqu’au 2 février 2015 Thierry Peugeot ** Directeur général délégué en charge des opérations Robert Peugeot à compter du 2 février 2015 Bernadette Spinoy Carlos Tavares Jacques Mauge Vice-Président Exécutif, Faurecia Amérique du Nord Commissaires aux comptes jusqu’au 2 mars 2015 Membres de la Compagnie Régionale de Versailles Kate Philipps ERNST & YOUNG Audit Vice-Président Exécutif, Communication Représenté par Denis Thibon Tour First Jean-Michel Renaudie TSA 14444 Vice-Président Exécutif, Faurecia Interior Systems 92037 Paris-La Défense Cedex Christophe Schmitt FRANCE Vice-Président Exécutif, Faurecia Emissions Control Technologies PricewaterhouseCoopers Audit Jean-Pierre Sounillac Représenté par Éric Bertier Vice-Président Exécutif, Ressources Humaines 63, rue de Villiers Mark Stidham 92208 Neuilly-sur-Seine Vice-Président Exécutif, Faurecia Amérique du Nord FRANCE à compter du 2 mars 2015 Hagen Wiesner Vice-Président Exécutif, Faurecia Automotive Seating à compter du 2 février 2015 Le conseil d’administration du 13 avril 2016 a décidé qu’à compter du 1er juillet 2016, M. Yann Delabrière occupera les fonctions de président du conseil d’administration et M. Patrick Koller occupera les fonctions de directeur général. * Le gouvernement d’entreprise fait l’objet du chapitre 8 du présent document de référence. ** Le mandat de Mme Linda Hasenfratz sera soumis à renouvellement lors de l’assemblée générale du 27 mai 2016. Le mandat de M. Thierry Peugeot viendra à expiration à l’issue de cette même assemblée. 4 Faurecia DOCUMENT DE RÉFÉRENCE 2015 L’essentiel sur Faurecia 1 Chiff res clés Chiff res clés 20 691,9 (+5,2 %)* 18 828,9 (+5,5 %)* 18 770,4 16 876,6 912,6 830,0 673,3 595,4 370,1 371,8 3,6 % 3,5 % 4,4 % 4,4 % 165,7 166,4 2014 * 2014 **2015 * 2015 ** 2014 * 2014 ** 2015 * 2015 ** 2014 * 2014 **2015 * 2015 ** Marge opérationnelle (1) Résultat net Chiffre d’affaires (en M€) (en M€ et % du CA) part du groupe *Variation à données comparables *IAS19 révisé (en M€) 1 012,2 1 580,7 955,9 675,2 924,3 1 441,8 620,8 866,9 1 229,6 519,2 1 101,1 474,7 6,5 % 6,5 % 7,6 % 7,7 % 2,8 % 2,8 % 3,3 % 3,3 % 5,1 % 5,1 % 4,9 % 4,9 % 2014 * 2014 **2015 * 2015 ** 2014 * 2014 **2015 * 2015 ** 2014 * 2014 **2015 * 2015 ** EBITDA (2) Investissements corporels Dépenses brutes de recherche et développement (3) (en M€ et % du CA) (en M€ et % du CA) (en M€ et % du CA) 2 611,2 2 609,5 1 387,6 102 869 97 419 99 281 1 876,5 1 882,9 962,5 945,8 2013 2014 2015 2014 * 2014 (5) 2015 * 2015 ** 2014 *2015 * 2015 ** Effectifs totaux Capitaux propres Dette financière nette (4) (en M€) (en M€) (1) Définition en note 4.1 de l’annexe aux états financiers consolidés. (2) Marge opérationnelle plus dotation aux amortissements et provisions sur immobilisations (note 5.5 de l’annexe aux états financiers consolidés). (3) Valeur brute avant capitalisation et facturation aux clients (note 5.4 de l’annexe aux états financiers consolidés). (4) Définition en note 26.1 de l’annexe aux états financiers consolidés. (5) Application IFRIC 21. * Avant application IFRS 5. ** Après application IFRS 5. Faurecia DOCUMENT DE RÉFÉRENCE 2015 5 6 Faurecia DOCUMENT DE RÉFÉRENCE 2015 2 L’activité du Groupe en 2015 SOMMAIRE 2.1. GROUPE FAURECIA 8 2.2.2. Faurecia Emissions Control Technologies 15 2.1.1. Description de l’activité du Groupe 8 2.2.3. Faurecia Interior Systems 17 2.1.2. Évolution de l’activité du Groupe 8 2.2.4. Faurecia Automotive Exteriors 18 2.2. ÉVOLUTION DES ACTIVITÉS 2.3. ÉVÉNEMENTS RÉCENTS 20 DU GROUPE ET CHIFFRES D’AFFAIRES 13 2.2.1. Faurecia Automotive Seating 13 En application de l’article 28 du règlement (CE) n° 809/2004 de la Commission, les informations suivantes sont incluses par référence dans le présent document de référence : c les comptes consolidés, les comptes annuels, les rapports d’audit correspondants ainsi que les commentaires sur les comptes consolidés et les faits marquants par activité figurant respectivement aux pages 141 à 208, 214 à 237, 209 et 210, 238 et 239 et 8 à 18 du document de référence de l’exercice 2014 déposé auprès de l’AMF le 22 avril 2015 sous le numéro D. 15.0388 ; c les comptes consolidés, les comptes annuels, les rapports d’audit correspondants ainsi que les commentaires sur les comptes consolidés et les faits marquants par activité figurant respectivement aux pages 133 à 204, 210 à 233, 205 et 206, 234 et 235 et 8 à 17 du document de référence de l’exercice 2013 déposé auprès de l’AMF le 24 avril 2014 sous le numéro D. 14-040. Le présent chapitre fournit un descriptif de l’activité et des résultats de Faurecia au titre de l’exercice 2015. Toutes les informations concernant les positions sur le marché sont fondées sur des estimations mises en place par Faurecia sur la base des informations contenues dans les rapports annuels des différents acteurs du marché, des publications sectorielles et autres études de marché.
Recommended publications
  • D2.1 Mapping of the Current Status of Dynamics of Value Chain of European Transport Manufacturing Industry
    Ref. Ares(2018)476363 - 26/01/2018 D2.1 Mapping of the current status of dynamics of value chain of European transport manufacturing industry Arrasate, 26/01/2016 Editor: Gerardo Pagalday [email protected] Authors: All parners Date: 26/01/2018 1 Document change record Version Date Status Author Description 0.1 24/03/2017 Draft Konstantin Konrad Draft document structure 0.2 18/12/2017 Draft Gerardo Pagalday Deliverable version 2 26/01/2018 Deliverable Gerardo Pagalday Deliverable final version Consortium No Participant organisation name Short Name Country 1 VDI/VDE Innovation + Technik GmbH VDI/VDE-IT DE 2 Railenium Railenium FR 3 Cranfield University CU UK 4 Maritime University of Szczecin MUS PL 5 Transportøkonomisk Institutt ( TOI) TOI NO 6 Institute of Shipping Economics and Logistics ISL DE 7 IK4 Research Alliance IK4 ES 8 Intl. Association of Public Transport Operators UITP BE 2 Table of contents 1 Introduction ......................................................................................................................... 23 1.1 Project background ..................................................................................................... 23 1.2 Objectives ................................................................................................................... 24 1.3 Focus Areas for D2.1 Mapping of the current status of dynamics of value chain of European transport manufacturing industry ............................................................... 24 2 Automotive .........................................................................................................................
    [Show full text]
  • Annual Report 2019
    Contents Corporate Profile 2 Corporate Information 4 Our Products 6 Business Overview 13 Financial Highlights 32 CEO’s Statement 33 Management Discussion and Analysis 36 Directors and Senior Management 48 Directors’ Report 56 Corporate Governance Report 74 Independent Auditor’s Report 86 Consolidated Balance Sheet 92 Consolidated Income Statement 94 Consolidated Statement of Comprehensive Income 95 Consolidated Statement of Changes in Equity 96 Consolidated Statement of Cash Flows 97 Notes to the Consolidated Financial Statements 98 Five Years’ Financial Summary 168 02 NEXTEER AUTOMOTIVE GROUP LIMITED ANNUAL REPORT 2019 Corporate Profile Nexteer Automotive Group Limited (the Company) together with its subsidiaries are collectively referred to as we, us, our, Nexteer, Nexteer Automotive or the Group. Nexteer Automotive is a global leader in advanced steering and driveline systems, as well as advanced driver assistance systems (ADAS) and automated driving (AD) enabling technologies. In-house development and full integration of hardware, software and electronics give Nexteer a competitive advantage as a full-service supplier. As a leader in intuitive motion control, our continued focus and drive is to leverage our design, development and manufacturing strengths in advanced steering and driveline systems that provide differentiated and value-added solutions to our customers. We develop solutions that enable a new era of safety and performance for traditional and varying levels of ADAS/AD. Overall, we are making driving safer, more fuel-efficient and fun for today’s world and an automated future. Our ability to seamlessly integrate our systems into automotive original equipment manufacturers’ (OEM) vehicles is a testament to our more than 110-year heritage of vehicle integration expertise and product craftsmanship.
    [Show full text]
  • Ceauto 10/2016 Newsletter 09
    CeAUTO 10/2016 Newsletter 09. 03. 2016 INDEX • International 1 • Turkey 5 • Czech Republic 2 • Turkmenistan 6 • Kazakhstan 2 • News from Middle East and Africa 6 • Macedonia 2 • Africa 6 • Poland 3 • Iran 7 • Russia 3 • South Africa 8 • Russia/Belarus 4 • Interview 9 • Russia/Middle East 5 • Upcoming events 12 • Serbia 5 • Imprint 12 NEWS International PSA considers engine plant in Eastern Europe PSA Peugeot Citroën is considering construction of an engine plant in Eastern Europe, Yann Vincent, Executive Vice President, Director Industrial and Supply Chain at PSA said in an interview with Ceauto Newsletter. However, nothing is decided yet. More information about PSA’s activities in Eastern Europe, Iran and North Africa can be found in the interview contained in this issue. Daimler plans new plants in Europe Daimler AG is planning construction of a new car plant as well as an engine plant in Europe, Markus Schäfer, the company’s head of production, told the German publication Automobilwoche. The car plant is to be constructed by 2020. “We want to make a decision by the end of this year,” Schäfer is quoted as saying. The new facility will be designed for maximum flexibility and therefore have a significantly lower degree of automation. The new plant may be located in Eastern Europe. Schäfer also announced plans for two new engine plants to be erected in Europe and China. The new European engine factory is expected to be located in Eastern Europe but Schäfer provided no details about a possible location. 1 CeAUTO Newsletter 10/2016 | 09. 03. 2016 Valeo confirms acquisition of peiker After having received the authorizations from the relevant anti-trust authorities and as announced on the 21st of December 2015, Valeo S.A.
    [Show full text]
  • Knowing Where It's Going Before It Gets There
    Knowing where it’s going before it gets there. Innovation. It starts with a strategy. From customer-led innovation to creating a corporate culture of innovation, the key to success begins with a well-defined innovation strategy. It can mean the difference between being a leader or falling behind. Today’s fast-paced technological advancements and business model innovations are changing the way companies bring value to their customers. Automotive companies that learn to industrialize innovation to create repeated, scalable breakthroughs will be the front runners in the global marketplace—from talent acquisition to commercialization. To gain additional insight on innovation strategies for your organization and other issues important to your company or see the latest automotive innovation study The highway to growth: Strategies for automotive innovation, visit www.pwc.com/auto. © 2013 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/ structure for further details. This content is for general information purposes only, and should not be used as a substitute for consultation with professional advisors. Knowing where it’s going before it gets there. Innovation. It starts with a strategy. From customer-led innovation to creating a corporate culture of innovation, the key to success begins with a well-defined innovation strategy. It can mean the difference between being a leader or falling behind. Today’s fast-paced technological advancements and business model innovations are changing the way companies bring value to their customers. Automotive companies that learn to industrialize innovation to create repeated, scalable breakthroughs will be the front runners in the global marketplace—from talent acquisition to commercialization.
    [Show full text]
  • 2018 Annual Report and Highlight a Few of the Year’S Increase Product Exposure with Current Customers
    Contents Corporate Profile 2 Corporate Information 4 Our Products 7 Business Overview 14 Financial Highlights 27 CEO’s Statement 28 Management Discussion and Analysis 30 Directors and Senior Management 40 Directors’ Report 48 Corporate Governance Report 66 Independent Auditor’s Report 78 Consolidated Balance Sheet 84 Consolidated Income Statement 86 Consolidated Statement of Comprehensive Income 87 Consolidated Statement of Changes in Equity 88 Consolidated Statement of Cash Flows 89 Notes to the Consolidated Financial Statements 90 Five Years’ Financial Summary 156 02 NEXTEER AUTOMOTIVE GROUP LIMITED ANNUAL REPORT 2018 Corporate Profile Nexteer Automotive Group Limited (the Company) together with its subsidiaries are collectively referred to as we, us, our, Nexteer, Nexteer Automotive or the Group. Nexteer Automotive is a global leader in advanced steering and driveline systems, advanced driver assistance systems (ADAS) and autonomous driving (AD) enabling technologies. In-house development and full integration of hardware, software and electronics give Nexteer a competitive advantage as a full-service supplier. As a leader in intuitive motion control, our continued focus and drive is to leverage strengths in advanced steering and driveline systems that provide value-added solutions to our customers. We maintain product focus on electric power steering (EPS) systems – a socially responsible technology that offers automakers increased fuel economy and reduced emissions. As just one example, Nexteer Automotive has put more than 60 million EPS units on the road since 1999, saving enough fuel to fill the equivalent of 48 billion 16-oz. water bottles. Our ability to seamlessly integrate our systems into automotive original equipment manufacturers’ (OEM) vehicles is a testament to our more than 110-year heritage of vehicle integration expertise and product craftsmanship.
    [Show full text]
  • The Case of the Automotive Industry
    Journal of Economics and Public Finance ISSN 2377-1038 (Print) ISSN 2377-1046 (Online) Vol. 5, No. 2, 2019 www.scholink.org/ojs/index.php/jepf Original Paper Attractiveness of Foreign Direct Investment and Export Performance in Morocco: The Case of the Automotive Industry Hidaya EL Khattabi1* & Mohamed Karim1 1 EREMEPP, University of Mohammed V, Rabat, Morocco * Hidaya EL khattabi, University of Mohammed V, Rabat, Morocco Received: March 19, 2019 Accepted: March 29, 2019 Online Published: April 4, 2019 doi:10.22158/jepf.v5n2p147 URL: http://dx.doi.org/10.22158/jepf.v5n2p147 Abstract Thanks to its geopolitical position and its know-how, Morocco has established itself as a leader in the automotive sector on the continent. The Moroccan automotive industry has experienced remarkable growth in recent years. A dazzling progression that is not about to stop. Thus, Morocco has become the 28th largest car exporter in the world, first in North Africa and second on the African continent. Its performance is particularly remarkable in terms of exports and job creation, for which the sector is growing at a double-digit rate with more than 80.000 people in 2016 compared to 39.131 in 2008. Cabling is the leading employer segment with nearly 69.5% in 2016, followed by seats and seat covers (9%) and automotive manufacturing (8.3%). And with MAD58.8 billion in export sales in 2017, compared with MAD12.7 billion in 2007, the automotive sector is the leading export sector. This performance contributed to the overall evolution of Moroccan exports by nearly 36.7%. In 2017, the automotive sector became the country’s leading export sector for the fourth consecutive year.
    [Show full text]
  • The French Automotive Industry
    THE FRENCH 7.8 AUTOMOTIVE MILLION VEHICLES Produced by French INDUSTRY manufacturers worldwide ANALYSIS & STATISTICS 2018 81% OF VEHICLES Produced by French manufacturers are sold abroad €5.2 BILLION French automotive industry research and development budget in 2015 €49 BILLION Automotive products sold abroad 80% Share of domestic travel in France using passenger cars 85% Share of domestic freight transport in France by road EDITORIAL A WORD FROM THE PRESIDENT and emissions. is riddled with uncertainty, French manufacturers will, over the long term, be faced with considerable Diesel has gone into steep decline. Triggered challenges and investment needs, which, by the success of petrol engine models, it was by definition, accompany major automotive accelerated by fraudulent practices (or suspicions revolutions. thereof), and then amplified by traffic restrictions. A paradoxical situation given that the diesel The electrification of engines is underway. emission problem had been resolved with Euro This technology is the major thrust of CSF 6d Temp. This loss of trust also impacted the commitments. There are now more than 20,000 CO2 issue. Right in the middle of the change charging stations open to the public in France; and of accreditation protocol, from the NEDC to the this will increase to 100,000 by 2022, increasing WLTP, consumption values have changed with sales of electric and rechargeable hybrid vehicles CO2 levels. This is happening during the review fivefold. period on European Commission objectives, where unrealistic positions are being discussed for the France has made the autonomous vehicle a 2030 horizon. It is crucial that we get real on this major industrial programme.
    [Show full text]
  • 2019 Universal Registration Document M Por a Global Presence
    20 UNIVERSAL REGISTRATION DOCUMENT Including the annual financial report 19 PSA - GROUPE PSA - 2019 UNIVERSAL REGISTRATION DOCUMENT -1 CONTENTS MESSAGE OF THE PRESIDENT 2 KEY FIGURES 3 GROUPE PSA 5 CONSOLIDATED FINANCIAL STATEMENTS 1.1. History and highlights of the Company’s business 6 AT 31 DECEMBER 2019 AFR 169 1.2. Organisational structure 7 5.1. Consolidated Statements of Income 170 1.3. Activities and strategy 9 5.2. Consolidated Comprehensive Income 171 1.4. Risk management and internal control 5.3. Consolidated Statements of Financial procedures 21 Position 172 1.5. Risk factors DPEF.B AFR 25 5.4. Consolidated Statements of cash flows 174 1.6. Vigilance plan AFR 45 5.5. Consolidated Statements of Changes in Equity 175 5.6. Notes to the Consolidated Financial DECLARATION ON Statements at 31 December 2019 176 EXTRA-FINANCIAL PERFORMANCE 51 5.7. Supervisory Board’s report: comments by the Supervisory Board on 2.1. Social responsibility: an integral part the Managing Board’s report of the Group’s strategy 52 and on the financial statements 2.2. Embracing environmental issues AFR 55 of the period 258 2.3. Societal commitment to sustainable 5.8. Statutory auditors’ report development AFR 71 on the consolidated financial 2.4. Human resources: driving Groupe PSA statements 260 transformation AFR 77 2.5. Groupe PSA CSR performance 87 PEUGEOT S.A. FINANCIAL 2.6. Report by the independent third party, STATEMENTS FOR THE YEAR on the consolidated non-financial AFR statement included in the Group ENDED 31 DECEMBER 2019 265 Management Report 88 6.1.
    [Show full text]
  • Osservatorio Industria
    18 gennaio 2021 www.fondazionergo.it _____________________________________________________________________________ Osservatorio Industria _____________________________________________________________________________ Ti serve tutta la tua capa- cità di correre per restare nello stesso posto, ma se vuoi andare da qualche altra parte devi correre al- meno il doppio più veloce di così. Essere piccoli e Lewis Carroll carini non serve Stellantis a nulla. spiegata bene Sergio Marchionne L’analisi del Centro Studi di Fondazione Ergo sulla fusione FCA & PSA Realizzato da Rachele Sessa, coordinatrice Centro Studi Diodato Pirone, giornalista Grafica e impaginazione CENTRO STUDI Giulia Nicora, Comunicazione & Marketing fondazionergo 1. Stellantis in sintesi 1.1 Il nome e i dati Stellantis deriva dal latino stello, “essere illuminato di stelle”. I numeri (dati 2019) € 167 mld* 400.000 49 Fatturato Dipendenti Stabilimenti *escluso Faurecia (solo assemblaggio) FCA 108 | PSA 59 FCA 190.000 | PSA 209.000 FCA 26 | PSA 23 8,1 mln € 11,7 mld / 7% € 5 mld Veicoli prodotti Ebit adjusted Free cash flow (Margine operativo) (Liquidità generata dall’azienda) FCA 4,4 | PSA 3,7 FCA 6,7/6,2% | PSA 5,0/ 8,5% FCA 1,8 | PSA 3,2* *solo auto Stellantis è il quarto gruppo mondiale dopo VW, Toyota e Renault/Nissan Le performance per area geografica Produzione Margine Fabbriche Posizione stimata (in €) (assemblaggio) nel mercato 2021 FCA 1,3 mln (-52 mln)+(-178 mln Maserati) 10 (7 in Italia) seconda col 23% PSA 3,4 mln 5,1 mld (di cui 1,1 mld Opel) 17 (la più importante a
    [Show full text]
  • The French Automotive Industry
    6.7 MILLION VEHICLES Produced by French manufacturers worldwide 80% VEHICLES Produced by French manufacturers are sold abroad €5.8 BILLION French automotive industry research and development budget in 2014 €45 BILLION Automotive products sold abroad 79% Share of domestic travel in France THE FRENCH using passenger cars AUTOMOTIVE 85% INDUSTRY Share of domestic freight transport in France by road ANALYSIS & STATISTICS 2017 WORLD 06. Production 10. Markets & vehicles in use 12. Trade EUROPE 14. Markets & vehicles in use 23. Data on the automobile industry FRANCE 24. French manufacturers 28. Data on the automobile industry 30. Competitiveness 32. Sector 34. Research & development (including Autonomous and connected car) 38. Trade 40. Markets & vehicles in use 46. Transport: passengers & goods (including New uses of the car) 56. Car purchases 60. Environment 62. Economic impact & jobs STATISTICS 66. World 69. Europe 78. France 92. Useful addresses 94. Mondial Paris Motor Show This brochure was produced by CCFA, 2, rue de Presbourg, 75008 Paris • Telephone: 33 1 49 52 51 00 • Fax: 33 1 47 23 74 73 • Website: www.ccfa.fr E-mail: [email protected] • Design, production: In Kom Veritas • Photo crédits: PSA Group, Renault Group, Renault Trucks editorial A WORD FROM THE PRESIDENT French groups. French automotive construction moments, and freeing them up for professional is consolidating its global position as part of an and leisure pursuits. ongoing dynamic. In France, production of light vehicles has progressed regularly since 2013, now In 2016, road traffic increased 2% in France. The exceeding 2 million units, nearly 300,000 more car remains the main form of passenger (79%) than in 2013.
    [Show full text]
  • Annual Report 2020
    Contents Corporate Profile 2 Corporate Information 4 Company Overview 6 CEO Statement 7 Our Products & Technologies 9 Business Overview 15 Financial Highlights 36 Management Discussion and Analysis 37 Directors and Senior Management 49 Directors’ Report 59 Corporate Governance Report 78 Independent Auditor’s Report 90 Consolidated Balance Sheet 96 Consolidated Income Statement 98 Consolidated Statement of Comprehensive Income 99 Consolidated Statement of Changes in Equity 100 Consolidated Statement of Cash Flows 101 Notes to the Consolidated Financial Statements 102 Five Years’ Financial Summary 170 02 NEXTEER AUTOMOTIVE GROUP LIMITED ANNUAL REPORT 2020 Corporate Profile Nexteer Automotive Group Limited (the Company) together with its subsidiaries are collectively referred to as we, us, our, Nexteer, Nexteer Automotive or the Group. Nexteer Automotive is a global leader in advanced steering and driveline systems, as well as advanced driver assistance systems (ADAS) and automated driving (AD) enabling technologies. In-house development and full systems integration of hardware, software and electronics provides Nexteer a competitive advantage as a full-service supplier to automotive original equipment manufacturers (OEM) around the world. As a leader in intuitive motion control, our continued focus and drive is to leverage our design, development and manufacturing strengths in advanced steering and driveline systems that provide differentiated and value-added solutions to our customers. We develop innovative solutions that enable a new era of safety and performance for all levels of ADAS/AD, as well as supporting all modes of vehicle propulsion, be it traditional internal combustion, hybrid or pure electric systems. Overall, we are making driving safer, more fuel-efficient and fun for today’s world and an increasingly electrified and automated future.
    [Show full text]
  • Psa Psa - Groupe - Psa 2019 Universal Registration Document
    20 UNIVERSAL REGISTRATION DOCUMENT Including the annual financial report 19 PSA - GROUPE PSA - 2019 UNIVERSAL REGISTRATION DOCUMENT -1 CONTENTS MESSAGE OF THE PRESIDENT 2 KEY FIGURES 3 GROUPE PSA 5 CONSOLIDATED FINANCIAL STATEMENTS 1.1. History and highlights of the Company’s business 6 AT 31 DECEMBER 2019 169 1.2. Organisational structure 7 5.1. Consolidated Statements of Income 170 1.3. Activities and strategy 9 5.2. Consolidated Comprehensive Income 171 1.4. Risk management and internal control 5.3. Consolidated Statements of Financial procedures 21 Position 172 1.5. Risk factors DPEF.B 25 5.4. Consolidated Statements of cash flows 174 1.6. Vigilance plan 45 5.5. Consolidated Statements of Changes in Equity 175 5.6. Notes to the Consolidated Financial DECLARATION ON Statements at 31 December 2019 176 EXTRA-FINANCIAL PERFORMANCE 51 5.7. Supervisory Board’s report: comments by the Supervisory Board on 2.1. Social responsibility: an integral part the Managing Board’s report of the Group’s strategy 52 and on the financial statements 2.2. Embracing environmental issues 55 of the period 258 2.3. Societal commitment to sustainable 5.8. Statutory auditors’ report development 71 on the consolidated financial 2.4. Human resources: driving Groupe PSA statements 260 transformation 77 2.5. Groupe PSA CSR performance 87 PEUGEOT S.A. FINANCIAL 2.6. Report by the independent third party, STATEMENTS FOR THE YEAR on the consolidated non-financial statement included in the Group ENDED 31 DECEMBER 2019 265 Management Report 88 6.1. Income statement for the year ended 2.7.
    [Show full text]