菲亚特集团在中国的发展.pdf
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MERITOCRACY,LEADERSHIP,COMPETITION,BEST-IN-CLASSPERFORMANCEANDDELIVERINGONPROMISES:
THESEARETHEFIVECOREPRINCIPLES,THEFIVEFUNDAMENTALPILLARSBEHINDTHEPROFOUNDCULTURALCHANGETHATHASTAKENPLACEATFIATSergioMarchionneChiefExecutiveOfficer,FiatS.p.A.?
FIATGROUPKEYFIGURES1GROUP9OPERATINGSECTORS21COMMERCIALBRANDS117R&DCENTRES190NATIONALMARKETS188PLANTS14,000INDIVIDUALSDEDICATEDTOINNOVATION190,014EMPLOYEES1,692,000,000FORRESEARCHANDDEVELOPMENT48,900,000FORTRAINING21,787,000FORSOCIALINITIATIVES50,102,000,000INREVENUES1?
9?
21?
117?
190?
188?
14,000?
190,014?
1,692,000,000?
48,900,000?
21,787,000?
50,102,000,000?
2009RESULTS2009010,00020,00030,00040,00050,00060,0002008200750,10259,56458,529REVENUES（million）01,0002,0003,0004,000TRADINGPROFIT20082007（million）20091,0583,3623,23320090-20,000-10,000-12,500-15,000-17,500-7,500-5,000-2,50050020082007（15,898）（4,418）（17,954）（5,949）355（10,423）FiatGroupIndustrialActivitiesNET（DEBT）/CASH（million）200901,0001,500500-500-1,0002,0002,500PROFIT/（LOSS）20082007（million）（848）1,7212,054Agricultural&ConstructionEquipment20.1%Trucks&CommercialVehicles14.2%Components&ProductionSystems8.5%Automobiles56.2%REVENUESBYBUSINESSOtherBusinesses1.0%PLANNINGTHEFUTURE-ANEWFIAT?
LEADERSHIPCOMMITMENT-MANAGEMENT?
PRIDEINKNOW-HOW-THESECTORS?
INVENTINGFORGROWTH-INNOVATIONANDTECHNOLOGY?
ARESPONSIBLECOMMITMENT-SUSTAINABILITY?
WORKINGTOGETHER-FIATGROUPAROUNDTHEWORLD?
ATTHEROOTOFOURFUTURE-AHISTORYOFEXCELLENCE?
FIATGROUPINCHINA?
713163844485157Buildingabusinessisnotjustaquestionoftechnologyorfinancialresources,ofmachinesorinvestment.Itisfirstandforemostaquestionofpeople,culture,abilityandcommitmentandthemindsetofseeingthefutureasagreatopportunityforall.Activeforoveracentury,theGrouphastransformeditsvocationforautomobilesintoastrongcommitmenttoallformsofmobilityforpeopleandgoods:
fromcarstotrucks,agriculturaltractorsandmarineengines.Inrecentyears,theGrouphasundergoneaprofoundculturalchangewhichpermeateseveryaspectoftheorganisation.Andtoday,FiatisnotonlythelargestindustrialbusinessinItalyandamajorinternationalGroup,itisanenterprisewhichhastakenitsfuturebackintoitsownhands.ThiscourageanddesiretochangehaveenabledtheGrouptoachieveremarkableresults.Thenumerousawardsandrecognitionsreceivedareacknowledgementofthoseresults.ButthegreatestrecognitioniseverytimeacustomerplaceshistrustinFiatbybuyingoneofourcars,trucksortractors.AndtodaytheGroupispreparedtoplayamajorroleintherestructuringoftheautoindustry.AnexampleofthatroleisFiatsglobalstrategicalliancewithChrysler.FiathasbecomeashareholderoftheUSgroupandwillcontributeitsworld-classtechnology,platformsandpowertrainsforsmallandmedium-sizedcarstoChrysler.Asaresultofthealliance,theGroupwillalsohaveaplatformtoonceagainsellitscarsintheUnitedStates.AndFiatsrecentlyannounced2010-2014Plansetsacourseofsignificantgrowth.Today,theGroupisacombinationoftwodifferentbusinesses:
ononeside,theautomobilesandrelatedcomponentsbusinessesand,ontheother,thetruckandagricultural&constructionequipmentbusinesses.Thesetwogroupsofactivitiesarevastlydifferentfromeachotherintermsoftheirrespectiveeconomiccycles,profitmarginsandcapitalrequirements,aswellasthecharacteristicsoftheircustomersandmarkets.Andeventhestockmarkethasalwaysvaluedthemdifferently.Forthisreason,ourPlanalsocallsforademergerofIvecoandCNH,alongwiththeIndustrial&MarinebusinessofFPTPowertrainTechnologies,fromtheautomobile-relatedactivities,whichincludeFiatGroupAutomobiles,FerrariandMaserati,MagnetiMarelli,Teksid,ComauandthePassenger&CommercialVehiclesbusinessofFPTPowertrainTechnologies.Thisdemergerisexpectedtobecompletedbytheendof2010.ANEWFIATPLANNINGTHEFUTUREPEOPLECULTUREABILITYCOMMITMENT“MYINTERESTISINTHEFUTUREBECAUSEIAMGOINGTOSPENDTHERESTOFMYLIFETHERE.”AlbertEinstein7?
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8PLANNINGWTHEFUTUREFIATGROUPCURRENTSTRUCTUREOFTHEGROUP?
THEPROPOSEDDEMERGER?
OUTLOOKFOR2011?
2011?
ThecapitalstructureofFiatIndustrial（FI）,thecompanyformedbythedemerger,willmirrorFiatS.p.A.scurrentstructurewithordinary,preferenceandsavingssharesthatwillbelistedontheMilanstockexchangesimultaneouslywithcompletionofthedemerger.EveryFiatshareholderwillown1Fiatshareand1FiatIndustrialshare.Theprimaryrationalebehindthisstrategicchoiceisgrowth,autonomyandefficiency.Withthisnewstructure,thetwogroupswillhavethefreedomtopursuethebeststrategicchoices,includingpotentialalliances,withcompletefreedomofmovementandanoperatingprofilethatensurestheabilityto
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