DOCSLIB.ORG

Hitachi in Oceania Brochure

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Hitachi in Oceania 1 2 Contents Introduction 5 About Hitachi 6 Hitachi Group Identity 8 Global Values 11 Forward Vision 12 Hitachi’s Collaboration with the NSW Government 14 Social Innovation Business 16 Overview of SDGs and Hitachi Oceania 18 Elements of SDGs within our Products and Services 19 Elements of SDGs within our Business Operations 24 Footprint in Oceania 30 Hitachi Group Companies in Oceania 32 © Hitachi, Ltd. 2021. All rights reserved. 3 Contribute to society through the development of superior, original technology and products 4 Introduction Leading the World with Social Innovation Hitachi has been contributing Challenges that await or demand to society since its foundation solutions are everywhere. Adopting a customer-centric approach, we openly over 110 years ago. We collaborate with our customers and strive to add value to society partners to foster innovative thinking to through our Social Innovation meet these challenges in the transport, Business – a globally mining, agriculture, public safety, energy, and healthcare sectors. By implemented framework that sharing ideas, we can utilise technology harnesses the combined to create a richer social fabric. power of our operational Discover how Hitachi is using technologies and over half technological innovation to help a century of leading IT society in Australia and New Zealand expertise. realise a sustainable way of life. 5 About Hitachi In accordance with its mission, Established as a manufacturer of five- “Contribute to society through horsepower induction motors, Hitachi the development of superior, has not only developed its ability to create products, but has honed its original technology and abilities in control and operational products,” Hitachi, with over technologies (OT) in more than 110 110 years since its founding years as a manufacturer, as well as its in 1910, has responded to the knowledge in information technologies expectations of society and its (IT) over the past 50 years. Hitachi’s customers through innovation. Social Innovation Business combines OT, IT, and products to create new value and resolve social issues. 6 Hitachi by the Numbers Hitachi Group: An experienced global performer Founded in Consolidated revenue 1910 Approximately AU $115bn* Consolidated R&D expenditure Consolidated number of employees Approximately Approximately AU $3.9bn* 350,000 Learn more about Hitachi through this video *Fiscal Year 2020 *Exchange rate of 76 AUD/JPY (average rate of fiscal year 2020) 7 Hitachi Group Identity Originally set by the Hitachi The Values reflect the Hitachi Founding founder Namihei Odaira, the Spirit, embraced with care and passed along to each and every Hitachi Group Mission has been carefully member as we continue to fulfill passed on to generations of Hitachi’s Mission. The Vision is an employees and stakeholders expression of what the Hitachi Group throughout the company’s aims to become in the future as it history. advances to its next stage of growth. The Mission, Values, and Vision were developed to be shared as a simple concept. Our Founder’s Namihei Odaira graduated from Tokyo Imperial University with a degree in Mission Continues electrical engineering. After beginning his professional career in the mining industry, Odaira founded Hitachi in 1910 with the ambition to “contribute to society through the development of superior, original technology and products.” More than just ambition, these words have driven every action 8 of the company for over 110 years. 9 Hitachi delivers innovations that answer society’s challenges. With our talented team and proven experience in global markets, we can inspire the world. 10 Global Values Creating a Better Tomorrow Hitachi embraces the values Harmony of Harmony, Sincerity and The willingness to respect the Pioneering Spirit. These opinions of others and discuss words steer operations, matters in a manner that is thorough calling on our employees and frank, but fair and impartial, to give their best as we and once a conclusion has been reached, to cooperate and work build products and systems together to achieve a common goal. that positively contribute to society. Conserving Sincerity resources and preserving ecosystems is part of this To act with a sense of ownership and honesty at all times and never positive contribution. Since its pass the buck. The spirit to meet foundation, Namihei Odaira society’s expectations and generate positioned the company to credibility for Hitachi. be a key player in what he knew would become a global Pioneering Spirit community, working to build To work creatively, using novel a better world for future approaches to enter new areas. generations. To always act as a pioneer within our areas of expertise and to have the passion to pursue higher goals beyond our capabilities. Learn more through the ‘I Am Hitachi’ video 11 Forward Vision Mid-Term Management Plan We believe Social Innovation is about Our vision can be expressed as: collaborating to address the world’s social and environmental issues. Communities, governments and businesses need to work together towards a common goal to achieve meaningful change. It’s bigger than any individual or organisation. At Hitachi, we collaborate with our partners to make the “good” the world needs, a reality. social-innovation.hitachi 12 As an integral part of its mission, Hitachi has continuously strived to To improve the Quality of Life and provide added value for customers serve society in a sustainable manner by focusing on Social Innovation Business. By promoting Social Innovation Business, in the 2021 Mid-Term Management Plan, we will operate business to create three value Social Values Environmental Values Economic Values propositions for customers including social values, environmental values, To enhance social, environmental and economic values through our and economic values. five sector business and technology solutions. Hitachi has identified five areas where its solutions can increase these values for customers: Mobility, Smart Life, Industry, Energy, and IT. For Oceania specifically, three focus areas for the region have been selected, namely Smart Cities, Rail, Mobility Smart Life Industry Energy IT and Mining, and all will incorporate IT Solution Solution Solution Solution Solution capabilities. Hitachi’s solutions in these areas will improve the quality of life for people and provide added value to customers. Product 13 Hitachi’s Collaboration with the NSW Government One of Hitachi’s key projects in the The Kyōsō Centre will attract the brightest minds and the Oceania Region is a collaboration best in business to the region – a great with the New South Wales (NSW) The centre, based on Hitachi’s opportunity for economic development Government on the redevelopment of successful Kyōsō-no-mori facility and job creation into the future,” Ms Western Sydney and the creation of an in Japan, will promote collaborative Berejiklian said. Aerotropolis near the new Nancy-Bird creation-style research between Dr Suzuki said Hitachi’s vision was to Walton airport. business, academics and government. With expected construction to begin in investigate challenges facing society, This Western Sydney Project is a late 2022, the centre will support more customers and stakeholders and to work transformational urban development than 85 advanced technology jobs in together to identify ways to resolve the project which will be one of the largest Western Sydney, in fields such as data issues. in the region. The plan is to create analytics, artificial intelligence and other “Hitachi looks forward to being a a new city including a new airport technologies. founding tenant of the new smart city in Western Sydney supported by an and will continue to work with the advanced manufacturing precinct NSW Premier Gladys Berejiklian made Western Parkland City Authority (WPCA) called the Aerotropolis, and new the announcement on 23 October 2019 to contribute to the planning and design infrastructure in the heart of Western with Dr Norihiro Suzuki, Vice President of the Advanced Manufacturing and Sydney. The Aerotropolis will deliver and Executive Officer, CTO and Mr Research Precinct,” Dr Suzuki said. approximately 200,000 new job Hideki Osumi, General Manager of Smart opportunities, by establishing a new Digital Solution Business Development “By drawing on vast experience and high-skill jobs hub across aerospace Division, and General Manager of Smart technology in social infrastructure and and defence, manufacturing, Life Business Management Division, information technology, Hitachi works healthcare, freight and logistics, from Hitachi Ltd. to provide the best outcomes and help agribusiness, education, and research Ms Berejiklian said the ‘Kyōsō’ centre improve customers’ economic, social industries. would bring Hitachi’s successful ‘Social and environmental value. Hitachi hopes to accelerate Kyōsō-style collaborative In 2019, it was announced that Hitachi Innovation Business’ concept to Western creation in Western Sydney.” would be the first tenant at this Sydney and was an important step Aerotropolis, with a collaboration and towards ensuring the new Aerotropolis research centre that will generate delivers on its promise to be a hub for hi-tech jobs: The Kyōsō Centre. innovation, research and development. “Their presence at the Aerotropolis 14 Further collaboration The first project for the Western with Liverpool City Council Parkland City Authority (WPCA) What is the IGL solution? As part of the Western Sydney Project Hitachi Australia
Recommended publications
  • Hitachi Corporate Brochure 2020

    Hitachi Corporate Brochure 2020

    Hitachi in Oceania Hitachi in Oceania 1 Hitachi in Oceania 2 Hitachi in Oceania Contents Introduction 5 About Hitachi 6 Hitachi Group Identity 9 Global Values 11 Forward Vision 12 Hitachi’s Collaboration with the NSW Government 14 Social Innovation Business 16 Sustainable Business 18 Footprint in Oceania 20 Hitachi Group Companies Operating in Oceania 22 © Hitachi, Ltd. 2020. All rights reserved. 3 Hitachi in Oceania Contribute to society through the development of superior, original technology and products 4 Hitachi in Oceania Introduction Leading the World with Social Innovation Hitachi has been contributing Challenges are everywhere. We openly to society since its foundation collaborate with our customers and partners to foster innovative thinking to 110 years ago. We strive meet these challenges in the transport, to add value to society mining, agriculture, public safety and through our Social Innovation healthcare sectors. By sharing ideas, Business – a globally we can utilise technology to create a richer social fabric. implemented framework that harnesses the combined Discover in the following pages power of our operational how Hitachi is using technological innovation to help society in Australia technologies and over half and New Zealand realise a sustainable a century of leading IT way of life. expertise. 5 Hitachi in Oceania About Hitachi In accordance with its mission, Established as a manufacturer of five- “Contribute to society through horsepower induction motors, Hitachi the development of superior, has not only developed its ability to create products, but has honed its original technology and abilities in control and operational products,” Hitachi, which technologies (OT) in the more than celebrates the 110th year 100 years it has operated as a since its founding in 1910, has manufacturer, as well as its knowledge responded to the expectations in information technologies (IT) over of society and its customers the past 50 years.
  • History of Management Reforms and Hitachi’S Mid-Term Management Plans

    History of Management Reforms and Hitachi’S Mid-Term Management Plans

    The Hitachi Group’s Growth Strategy History of Management Reforms and Hitachi’s Mid-term Management Plans 2015 Mid-term Management Plan 2012 Mid-term Management Plan 2013-2015 2010-2012 Building a Foundation for Growth Rebuilding Management The Swapping Out of Businesses Recovery Initiatives and Results (1) Creating a product-specific system with clear lines of responsibility and authority (1) Promoting the Social Innovation Business on a global basis by • Clarified responsibility and authority through introduction of an in-house strengthening front-line functions company system • Expanded service businesses using digital technologies • Consolidated businesses into six groups, focused on growth fields under an • Strengthened digital capabilities through the acquisition of Pentaho integrated system of operations, and accelerated management (2) Reviewing non-core businesses (2) Rebuilding or withdrawing from unprofitable businesses • Thermal power business: Established joint-venture firm with Mitsubishi • Automotive systems business: Rebuilt through structural reform Heavy Industries • Flat-panel TV business: Ceased in-house production • Air conditioning business: Established joint-venture firm with Johnson Controls • HDD business: Sold off after rebuilding • Batteries business: Hitachi Maxell relisted, with Hitachi drawing down its (3) Strengthening cost competitiveness stake in the company • Launched Hitachi Smart Transformation Project (3) Promoting the globalization of Hitachi • Expanded centralized purchasing and global procurement • Shifted rail business headquarters to the UK • Consolidated and optimized production base placement • Launched Global Performance Management to more effectively utilize global human resources Looking Back and the Challenges Ahead Looking Back Looking Back After booking its largest losses ever in fiscal 2008, Hitachi during the period covered by the Hitachi during the period covered by the 2015 Mid-term Management Plan substantially revised its business 2012 Mid-term Management Plan advanced the rebuilding of its business.
  • For Personal Use Only Use Personal For

    For Personal Use Only Use Personal For

    To ASX Market Announcements, Melbourne From Alberto Colla Telephone +61 3 8608 2000 Bart Oude-Vrielink Telephone +61 3 8608 2000 Our Ref AXC 1140705 Date 21 February 2017 Number of pages (including this one): 19 Subject Off market takeover bid for Bradken Limited – Notice of change of interest of substantial holder Dear Sir/Madam, We act for Hitachi Construction Machinery Co., Ltd. (HCM) and its wholly owned subsidiaries and associates (HCM & Hitachi Group). We refer to the off market takeover bid by HCM for all of the ordinary shares in Bradken Limited (ASX:BKN) (HCM Offer) and the institutional acceptance facility established by HCM (Institutional Acceptance Facility) on the terms set out in the First Supplementary Bidder's Statement dated 30 January 2017, which supplements the Bidder's Statement dated 25 October 2016 (as otherwise supplemented or amended). On behalf of HCM and the HCM & Hitachi Group, we attach a change of interest of substantial holder notice under section 671B(1)(b) of the Corporations Act 2001 (Cth) in relation to the HCM Offer. A copy of this notice has been provide to Bradken Limited. Since HCM's previous Form 604 was lodged on 20 February 2017, the aggregate of: (a) the number of Bradken shares in respect of which HCM received acceptance instructions under the Institutional Acceptance Facility as at 7.30pm (AEDT) on 20 February 2017 (in the form of acceptance forms and/or directions to custodians to accept the HCM Offer); and (b) the number of Bradken shares in which HCM has a relevant interest, has changed from 14.7839% to 15.8349% of ordinary Bradken shares on issue.
  • The Hitachi Group's Growth Strategy

    The Hitachi Group's Growth Strategy

    The Hitachi Group’s Industry solutions Growth Strategy We provide safe and secure water environments to 70 million people per day worldwide through water, History of Management Reforms and Hitachi’s Mid-term Management Plans 30 sewage and seawater desalination technologies. Outline of the 2021 Mid-term Management Plan 32 Capital Allocation Strategy 34 Financial and Capital Strategy 36 Accelerate Innovation 38 Environmental Vision and the Decarbonization Business 46 Strengthen Lumada 48 Story of Value Creation by Sector 54 The Hitachi Group’s Growth Strategy History of Management Reforms and Hitachi’s Mid-term Management Plans 2015 Mid-term Management Plan 2012 Mid-term Management Plan 2013-2015 2010-2012 Building a Foundation for Growth Rebuilding Management The Swapping Out of Businesses Recovery Initiatives and Results (1) Creating a product-specific system with clear lines of responsibility and authority (1) Promoting the Social Innovation Business on a global basis by • Clarified responsibility and authority through introduction of an in-house strengthening front-line functions company system • Expanded service businesses using digital technologies • Consolidated businesses into six groups, focused on growth fields under an • Strengthened digital capabilities through the acquisition of Pentaho integrated system of operations, and accelerated management (2) Reviewing non-core businesses (2) Rebuilding or withdrawing from unprofitable businesses • Thermal power business: Established joint-venture firm with Mitsubishi • Automotive systems
  • Hitachi Group Strategy for UK Tax Management

    Hitachi Group Strategy for UK Tax Management

    Hitachi Group Strategy for UK Tax Management 1. Introduction Hitachi conducts business on a global scale across a broad range of business areas and utilises sophisticated and specialised technologies to carry out its operations. As a result, it is exposed to risks attributable to the economic environment, risks inherent in individual industrial sectors and business lines and risks related to our operations. This is no different in the UK. Recent developments in the tax environment have led to tax authorities around the world introducing additional reporting to enhance transparency, compliance and governance requirements that companies must fulfil. These include the Senior Accounting Officer (SAO) rules and Publication of Tax Strategy requirements in the UK, the latter requiring UK resident companies that meet certain requirements to publish their tax strategy in the UK and make it available for the public. Hitachi, as a responsible company, keeps up to date with these requirements and ensures measures are put in place not only to comply with them but also strive to encourage ethical and transparent business practices. As part of these measures, in 2016 Hitachi introduced basic rules that Hitachi Group companies must follow when dealing with any matter related to tax (the “global tax rules”). Scope This Hitachi Group Strategy for UK Tax Management (the “UK Tax Strategy”) applies to all Hitachi Group UK resident entities as listed in Appendix I. 2. UK Tax Strategy Introduction to the UK tax strategy The UK Tax Strategy is focused on ensuring that the Hitachi Group UK companies’ taxes and tax risks are managed to provide a sustainable outcome within the parameters of Hitachi’s strategic and commercial objectives.
  • ASX Announcement Takeover Bid by Hitachi Construction Machinery

    ASX Announcement Takeover Bid by Hitachi Construction Machinery

    ASX Announcement Takeover bid by Hitachi Construction Machinery (HCM) Bidder’s Statement and Target’s Statement released today Bradken Directors confirm their unanimous recommendation that shareholders ACCEPT the offer from HCM in the absence of superior proposal Independent Expert (Grant Thornton) concludes the offer is fair and reasonable Offer of $3.25 per share represents a 34% premium to Bradken’s closing price on 3 October and a 90% premium to Bradken’s 90 trading day VWAP 25 October 2016 Bradken Limited (Bradken) today released its Target’s Statement in relation to the offer by HCM to acquire all of the issued shares in Bradken by way of an off-market takeover for $3.25 per Bradken Share (Offer). The Offer is currently scheduled to open on 1 November 2016 and close on 10 February 2017. The Target’s Statement has been lodged with the Australian Securities and Investments Commission and given to HCM today. As required by item 14 of section 633(1) of the Corporations Act 2001 (Cth), a copy of the Target’s Statement is enclosed. HCM has also released its Bidder’s Statement today. Bradken’s Board of Directors has conducted a detailed assessment of HCM’s Offer and sought the opinion of Independent Expert, Grant Thornton. Grant Thornton has concluded that the Offer is fair and reasonable to Bradken Shareholders, in the absence of a Superior Proposal and estimates Bradken’s equity value to be in the range of $2.79 to $3.37 per Share on a controlling and fully diluted basis. The Board unanimously recommends that shareholders accept the Offer in the absence of a Superior Proposal.
  • Standardized Parent Company Names for TRI Reporting

    Standardized Parent Company Names for TRI Reporting

    Standardized Parent Company Names for TRI Reporting This alphabetized list of TRI Reporting Year (RY) 2011 Parent Company names is provided here as a reference for facilities filing their RY 2012 reports using paper forms. For RY 2012, the Agency is emphasizing the importance of accurate names for Parent Companies. Your facility may or may not have a Parent Company. Also, if you do have a Parent Company, please note that it is not necessarily listed here. Instructions Search for your standardized company name by pressing the CTRL+F keys. If your Parent Company is on this list, please write the name exactly as spelled and abbreviated here in Section 5.1 of the appropriate TRI Reporting Form. If your Parent Company is not on this list, please clearly write out the name of your parent company. In either case, please use ALL CAPITAL letters and DO NOT use periods. Please consult the most recent TRI Reporting Forms and Instructions (http://www.epa.gov/tri/report/index.htm) if you need additional information on reporting for reporting Parent Company names. Find your standardized company name on the alphabetical list below, or search for a name by pressing the CTRL+F keys Standardized Parent Company Names 3A COMPOSITES USA INC 3F CHIMICA AMERICAS INC 3G MERMET CORP 3M CO 5N PLUS INC A & A MANUFACTURING CO INC A & A READY MIX INC A & E CUSTOM TRUCK A & E INC A FINKL & SONS CO A G SIMPSON AUTOMOTIVE INC A KEY 3 CASTING CO A MATRIX METALS CO LLC A O SMITH CORP A RAYMOND TINNERMAN MANUFACTURING INC A SCHULMAN INC A TEICHERT & SON INC A TO Z DRYING
  • Wylfa Newydd Project

    Wylfa Newydd Project

    ENERGY WORKING FOR BRITAIN FOR WORKING ENERGY Wylfa Newydd Project 4.2 Funding Statement PINS Reference Number: EN010007 Application Reference Number: 4.3 25 March 2019 Revision 2.0 Examination Deadline 8 Regulation Number: 5(2)(h) Planning Act 2008 Infrastructure Planning (Applications: Prescribed Forms and Procedure) Regulations 2009 Horizon Internal DCRM Number: WN0902-HZCON-PAC-REP-00004 [This page is intentionally blank] Contents 1 Introduction ...................................................................................................... 1 1.1 Overview .......................................................................................................... 1 1.2 The Wylfa Newydd Development Area (WNDA) .............................................. 1 1.3 The Purpose of the Funding Statement ........................................................... 2 2 Funding ............................................................................................................ 3 2.1 The Horizon Group .......................................................................................... 3 2.3 Project Cost ..................................................................................................... 5 2.4 Funding ............................................................................................................ 5 2.5 Implications of the suspension ......................................................................... 5 3 Funding Claims for Compensation ..................................................................
  • Vol 4.2 Hnp Dco A4 Document Cover Wn0902-Hzdco-Pac

    Vol 4.2 Hnp Dco A4 Document Cover Wn0902-Hzdco-Pac

    ENERGY WORKING FOR BRITAIN FOR WORKING ENERGY Wylfa Newydd Project 4.2 Funding Statement (Track Change Version - Revision 2.0 against Revision 1.0) PINS Reference Number: EN010007 Application Reference Number: 4.2 10 April 2019 Revision 1.0 Examination Deadline 9 Regulation Number: 5(2)(h) Planning Act 2008 Infrastructure Planning (Applications: Prescribed Forms and Procedure) Regulations 2009 Horizon Internal DCRM Number: WN0902-HZDCO-PAC-REP-00379 [This page is intentionally blank] Contents 1 Introduction ........................................................................................................ 1 1.1 Overview ............................................................................................................ 1 1.2 The Wylfa Newydd Development Area (WNDA) ............................................... 2 1.3 The Purpose of the Funding Statement ............................................................ 2 2 Funding .............................................................................................................. 4 2.1 The Horizon Group ............................................................................................ 4 2.3 Project Cost ....................................................................................................... 7 2.4 Funding .............................................................................................................. 7 2.5 Implications of the suspension .......................................................................... 7 3 Funding Claims
  • Hitachi Korea Profile CEO Message

    Hitachi Korea Profile CEO Message

    Hitachi Korea Profile CEO Message Global Innovation Together with Korea! Innovative Hitachi, Ltd. started business in Korea in 1962 in a form of the place of & Global sojourn affiliated with Hitachi, Ltd. Fast-forward to October 2009, Hitachi Korea Ltd. was launched through the merger of Hitachi, Ltd’s three former organizations (Hitachi Railways Systems Korea Ltd., Hitachi, Ltd. Korea Branch, and Hitachi East Asia Ltd. Korea Branch). In 2012, Hitachi Korea marked its 50th anniversary since it started business as Hitachi Group in Korea. Hitachi Group extends heartfelt thanks to stakeholders in various circles in Korea for giving Hitachi Group the opportunity to be able to contribute to diverse fields such as economy, industries and society in Korea over a long period of time for almost half a century. As you can feel in your everyday lives, economy, society and technolo- gies are changing at high speed. Once again, I am proud of Hitachi Group’s proposal and offering of diverse solutions to steadily growing Korean economy through such changes, and Korean business which is expanding its areas while playing an active role in all parts of the world. Hitachi Korea sincerely promises to continue its steady efforts to contribute to the Korean economy and industries more extensively with ‘Development of Social Innovation’ as a keyword by putting ‘One Hitachi’ into practice together with each company affiliated with Hitachi Group in Korea on the basis of the ‘Mission’ of ‘Contribution to Society through the Development of Excellent Independent Technologies and Products while displaying ‘Hitachi Business Start-up Values’, i.e.
  • Information Document in Relation to the Procedure for the Obligation to Purchase Pursuant to Article 108, Paragraph 2, of Legislative Decree No

    Information Document in Relation to the Procedure for the Obligation to Purchase Pursuant to Article 108, Paragraph 2, of Legislative Decree No

    INFORMATION DOCUMENT IN RELATION TO THE PROCEDURE FOR THE OBLIGATION TO PURCHASE PURSUANT TO ARTICLE 108, PARAGRAPH 2, OF LEGISLATIVE DECREE NO. 58 OF FEBRUARY 24, 1998, AS SUBSEQUENTLY AMENDED AND SUPPLEMENTED INVOLVING ORDINARY SHARES OF “Ansaldo STS S.p.A.” PERSON FULFILLING THE OBLIGATION TO PURCHASE “Hitachi Rail Italy Investments S.r.l.” NUMBER OF SHARES SUBJECT TO THE OBLIGATION TO PURCHASE No. 17,584,681 ordinary shares of Ansaldo STS S.p.A. CONSIDERATION OFFERED Euro 12.70 per share of Ansaldo STS S.p.A., as determined by CONSOB with resolution No. 20738 of December 12, 2018 DURATION OF THE PERIOD FOR THE SUBMISSION OF SALE REQUESTS AGREED WITH BORSA ITALIANA S.P.A. from 8:30 a.m. (Italian time) on December 17, 2018 inclusive, until 5:30 p.m. (Italian time) on January 18, 2019 inclusive, unless extended PAYMENT DATE January 25, 2019, unless extended FINANCIAL ADVISOR TO THE PERSON FULFILLING THE OBLIGATION TO PURCHASE INTERMEDIARY RESPONSIBLE FOR COORDINATING THE COLLECTION OF SALE REQUESTS GLOBAL INFORMATION AGENT THE APPROVAL OF THE INFORMATION DOCUMENT, APPROVED WITH RESOLUTION NO. 20739 OF DECEMBER 12, 2018, IMPLIES NO OPINION FROM CONSOB ON THE ADVISABILITY OF SUBSCRIPTION AND ON THE MERITS OF THE INFORMATION AND DATA CONTAINED IN THIS DOCUMENT DECEMBER 14, 2018 Note to the English version of the Information Document: neither the U.S. Securities and Exchange Commission nor any securities commission of any state of the United States of America has approved or disapproved the Procedure or passed upon the merits or fairness of the Procedure or passed upon the adequacy or accuracy of the disclosure in the Information Document.
  • Xerox Corporation 00-00-02

    Xerox Corporation 00-00-02

    00-00-00 (hex) XEROX CORPORATION 00-00-01 (hex) XEROX CORPORATION 00-00-02 (hex) XEROX CORPORATION 00-00-03 (hex) XEROX CORPORATION 00-00-04 (hex) XEROX CORPORATION 00-00-05 (hex) XEROX CORPORATION 00-00-06 (hex) XEROX CORPORATION 00-00-07 (hex) XEROX CORPORATION 00-00-08 (hex) XEROX CORPORATION 00-00-09 (hex) XEROX CORPORATION 00-00-0A (hex) OMRON TATEISI ELECTRONICS CO. 00-00-0B (hex) MATRIX CORPORATION 00-00-0C (hex) CISCO SYSTEMS, INC. 00-00-0D (hex) FIBRONICS LTD. 00-00-0E (hex) FUJITSU LIMITED 00-00-0F (hex) NEXT, INC. 00-00-10 (hex) SYTEK INC. 00-00-11 (hex) NORMEREL SYSTEMES 00-00-12 (hex) INFORMATION TECHNOLOGY LIMITED 00-00-13 (hex) CAMEX 00-00-14 (hex) NETRONIX 00-00-15 (hex) DATAPOINT CORPORATION 00-00-16 (hex) DU PONT PIXEL SYSTEMS . 00-00-17 (hex) TEKELEC 00-00-18 (hex) WEBSTER COMPUTER CORPORATION 00-00-19 (hex) APPLIED DYNAMICS INTERNATIONAL 00-00-1A (hex) ADVANCED MICRO DEVICES 00-00-1B (hex) NOVELL INC. 00-00-1C (hex) BELL TECHNOLOGIES 00-00-1D (hex) CABLETRON SYSTEMS, INC. 00-00-1E (hex) TELSIST INDUSTRIA ELECTRONICA 00-00-1F (hex) Telco Systems, Inc. 00-00-20 (hex) DATAINDUSTRIER DIAB AB 00-00-21 (hex) SUREMAN COMP. & COMMUN. CORP. 00-00-22 (hex) VISUAL TECHNOLOGY INC. 00-00-23 (hex) ABB INDUSTRIAL SYSTEMS AB 00-00-24 (hex) CONNECT AS 00-00-25 (hex) RAMTEK CORP. 00-00-26 (hex) SHA-KEN CO., LTD. 00-00-27 (hex) JAPAN RADIO COMPANY 00-00-28 (hex) PRODIGY SYSTEMS CORPORATION 00-00-29 (hex) IMC NETWORKS CORP.