Ghosn scandal could trigger a series of crises for Nissan, Renault, Mitsubishi

Marlene Awaad | Bloomberg | Getty Images
Carlos Ghosn, chairman of the alliance between Renault SA, Nissan Motor Co. and Mitsubishi Motors Corp., pauses during a Bloomberg Television interview at the Paris Motor Show in Paris, France, on Tuesday, Oct. 2, 2018.

There aren't many automotive executives who can claim to have saved a company, let alone three. But now, Carlos Ghosn might also prove to be the man responsible for shattering the global alliance that transformed Renault, Nissan and Mitsubishi into an industry powerhouse.

A day after prosecutors arrested Ghosn and another senior Nissan executive, accusing them of serious financial irregularities, the fallout was escalating. Some auto analysts questioned whether the alliance between the three carmakers could survive the affair, leading nervous investors to pare back their holdings. U.S. traded shares of Renault have slid by about 11 percent since news of Ghosn's arrest in Tokyo broke Monday while Nissan's shares in the U.S. fell by about 6 percent.

Self-destruction

“You're witnessing the single greatest act of self-destruction in modern automotive history,” said Eric Schiffer, chairman of Los Angeles-based Reputation Management Consultants. “Not only has [Ghosn] destroyed his life, but he puts those companies in uncharted and dangerous waters.”

His swift fall from grace places the carefully constructed alliance he built between the three automakers at risk and will have far-reaching repercussions across the industry, auto executives and analysts say.

Perhaps only Tesla CEO Elon Musk and former Fiat Chrysler CEO Sergio Marchionne, who died last July, came close to matching the high-profile persona of the 64-year-old Ghosn. Born in Brazil of Lebanese parents, he began his career in France with the tire-making giant Michelin.

In 1996, Ghosn was recruited by Paris-based Renault and tasked with pulling together a turnaround plan for the struggling automaker. His strategy worked so well that Renault was back in the black in barely a year.

Ghosn got the chance to prove he wasn't a one-shot wonder when Renault assigned him to lead its efforts to revive debt-laden Japanese automaker Nissan in 1996. With only three of its product lines making money, many observers expected that country's second-largest manufacturer to go broke. There was widespread skepticism when Renault announced plans to purchase a 38.6 percent stake – which has since grown to 43.4 percent.

Skeptics

At the time, former General Motors Vice Chairman Bob Lutz said Renault would be better off “taking $5 billion, putting it on a barge and sinking it in the middle of the ocean.” But within three years, Ghosn's Nissan Revival Plan had taken hold. The automaker halved its debt and was delivering profit margins of around 4.5 percent.

“I said it would never work” Lutz said on CNBC's “Squawk on the Street” on Monday “and to my amazement it has worked fabulously well for both companies.”

Originally working as Nissan's chief operating officer, Ghosn was soon its CEO and, a few years later, added the title of chief executive of Renault, as well as head of their Renault-Nissan Alliance.

Ghosn had long left open the possibility of adding a third leg to the stool and, in 2016, he made his move, directing Nissan to purchase a controlling stake in Mitsubishi, the small Japanese automaker teetering on the brink of bankruptcy after a series of financial and regulatory scandals.

While still too soon to tell whether Mitsubishi is completely out of the woods, it added enough volume to the alliance total that, in 2017, it nudged past both Volkswagen and Toyota to claim the crown as largest automotive group in the world by unit sales.

Forcibly removed

But that celebration could be short-lived. Ghosn, who has repeatedly sidestepped questions about his potential retirement, is now being forcibly removed from all his posts in the wake of this week's breaking scandal.

On Monday, Yokohama-based Nissan issued an initially terse release stating that, “Based on a whistleblower report, Nissan Motor Co., Ltd. (Nissan) has been conducting an internal investigation over the past several months regarding misconduct involving the company's Representative Director and Chairman Carlos Ghosn and Representative Director Greg Kelly.”

Within hours, reports began circulating that Ghosn and his hand-picked lieutenant had been arrested by authorities in Tokyo where they faced a number of potentially serious allegations. Ghosn — who was now serving as Nissan chairman — was accused of concealing as much as 5 billion yen, or about $45 million, in income, as well as misusing corporate funds. Precise details have yet to be released, however.

For the past two decades, Carlos Ghosn was seen as one of the biggest rock stars in a Japanese business world normally skeptical of “gaijin,” or foreigners. He even became a star of his own comic book series. Since the accusations were made public, however, his image has been washed away by a tsunami of bad news. Reputation expert Schiffer told CNBC, “There will be blood because it is about preserving honor and trust with the public.”

Anger and disappointment

That became apparent within hours. “I feel strong anger and disappointment,” Ghosn's handpicked successor as Nissan CEO, Hiroto Saikawa told reporters at Nissan headquarters in Yokohama. “I am very sorry.”

The Japanese automaker quickly moved to fire Ghosn, even as pressure mounted on Renault to do the same thing a half a planet away. The French government, the automaker's biggest shareholder, called for a shake-up in management. Renault plans to name its chief operating officer Thierry Bollore as an interim replacement for Ghosn, the Wall Street Journal reported Tuesday, citing unnamed sources.

“Carlos Ghosn is no longer in a position where he is capable of leading Renault,” Finance Minister Bruno Le Maire told France Info radio. But he added that the government “(has) not demanded the formal departure of Ghosn from the management board for a simple reason, which is that we do not have any proof and we follow due legal procedure.”

The fallout could, and likely will, continue according to several observers. During a meeting with reporters in Tokyo on Tuesday, Mitsubishi CEO Osamu Masuko said the very alliance that Ghosn strung together is in jeopardy. “I don't think there is anyone else on Earth like Ghosn who could run Renault, Nissan and Mitsubishi,” he said.

Dire warnings

Whether such dire warnings prove true is uncertain. Though they legally operate as independent manufacturers, after nearly two decades working together it can be difficult to distinguish between Nissan and Renault in many areas. They share most of their product platforms, as well as an extensive array of components. They work closely together on advanced research programs, including electric, hybrid and autonomous driving. And they are intertwined in global manufacturing and distribution. Since being pulled into the group, Mitsubishi has also begun mingling its operations.

Many of those activities were carefully crafted by Ghosn, especially the alliance's focus on the technology needed for future mobility, such as battery-electric vehicles like the Nissan Leaf.

“He was an asset in navigating globalized markets,” said Jeremy Acevedo, manager of data strategy for automotive service Edmunds. “So really this is coming at a terrible time.”

Daimler

It's not just the Renault-Nissan-Mitsubishi Alliance at risk. For the past nine-years, Ghosn has carefully sculpted a separate partnership with Daimler AG, the parent of the Smart and Mercedes-Benz brands.

Though there are none of the financial cross-holdings found in the alliance, the partners are today working together on a variety of projects. Engines made by Nissan in Smyrna, TN, for example, are being used in Mercedes vehicles assembled in Alabama. Mercedes and Nissan's Infiniti brand share a Mexican assembly plant. And a platform developed by Daimler underpins the Smart fortwo and Renault Twizzy.

At least initially, the partnership with Daimler was nurtured by Ghosn and his German counterpart, Daimler CEO Dieter Zetsche, who said at a news conference during the Paris Motor Show last month, “Without the chemistry between us, maybe this wouldn't have happened.”

There have been questions about whether it would survive Zetsche's scheduled move to relinquish the CEO post next year, moving into the post of Daimler chairman. Last month, he told reporters at a joint news conference with Ghosn, “I don't see from my perspective why the momentum in this relationship should change.” But with the Nissan boss enveloped in scandal and the future of the Renault-Nissan-Mitsubishi Alliance itself uncertain, all bets are now off.

It is, of course, possible that Ghosn could survive the scandal, the alle..

Nissan board votes to remove Carlos Ghosn as chairman

Nissan board ousts Carlos Ghosn as chairman
8:30 AM ET Fri, 23 Nov 2018 | 04:02

The board of Japanese auto giant Nissan has voted to remove Carlos Ghosn from the role of Chairman and Representative Director.

Nissan said on its website Monday that it will now form an advisory committee to propose nominations from the board of directors for Ghosn's replacement. A separate committee to review Nissan's governance and executive pay is also to be created.

The car company said the Nissan board “confirmed that the long-standing Alliance partnership with Renault remains unchanged and that the mission is to minimize the potential impact and confusion on the day-to-day cooperation among the Alliance partners.”

In an explosive press conference Monday, Saikawa said that “over many years” Ghosn and Representative Director, Greg Kelly, had been under-reporting compensation amounts to the Tokyo Stock Exchange securities report.

Nissan added that, in regards to Ghosn, “numerous other significant acts of misconduct have been uncovered, such as personal use of company assets.” The company said Ghosn had also made inappropriate investments.

Shares in auto firm Renault, where Ghosn remains as chairman and chief executive, have fallen 0.3 percent.

Within Nissan there are six full Board Members and three Representative Board members. The company also has four auditors. Executives at the French firm Renault (which Ghosn also chairs) reportedly also dialed into the Nissan board meeting.

The Tokyo Prosecutors Office has declined to comment on whether Ghosn has admitted to the claims, but said the Renault chairman is being held in a Tokyo detention center.

Nissan said Monday that a whistle-blower had passed information over Ghosn and Kelly to Nissan's auditors who then began a wider investigation. The evidence was then passed to Japan's public prosecutor.

The prosecutor said Ghosn and Kelly had conspired to understate Ghosn pay packet at Nissan from 2010 to 2015, adding that the two men had recorded only half the actual 10 billion yen ($88.5 million).

French government and Renault taking more cautious approach than Nissan
3:05 AM ET Thu, 22 Nov 2018 | 02:27

An alliance between Renault, Nissan, and Mitsubishi has been built up over the last two decades. Nissan and the French government each own 15 percent of Renault. In turn, the French auto firm holds a 43 percent stake in Nissan.

The French government had been pushing for a full merger between Renault and Nissan, prior to the unfolding scandal. Events of the previous few days have cast a shadow on the merger prospects and led some to speculate that a break -up of the three companies is now on the cards.

Ghosn is considered a hugely influential executive within the global automotive industry. The cross-ownership alliance of Renault, Nissan, and Mitsubishi have all enjoyed an upswing in fortunes under his leadership. After successfully restructuring Renault in the late 1990s, Ghosn earned the nickname “Le Cost Killer.”

Born in Brazil, Ghosn became the world's first person to run two companies on the Fortune Global 500 simultaneously when he assumed the CEO roles at both Renault and Nissan in 2005. He stepped down as Nissan CEO in 2017.

In June this year, Renault shareholders voted by a slim majority to approve a 7.4 million euro ($8.4 million) pay package for Ghosn's work in fiscal 2017. According to other securities filings, Ghosn earned 735 million Japanese yen ($6.52 million) from Nissan and 227 million yen from Mitsubishi for the same period.

Ride-hailing app Gett seeks buyers

Ride-hailing app Gett seeks buyersGett Inc., the ride-hailing app valued at more than $1 billion and backed by Volkswagen AG, is looking for buyers in a bid to compete with larger rivals, people familiar with the matter said.
The Israeli tech company has approached potential bidders including other car-hire firms, the people said, asking not to be identified because the discussions were private.
Gett may sell its entire business or offload regional operations outside of its home market, said two of the people. The company may also weigh a listing, partnership or sale of a minority stake to raise capital, another person said.
Deliberations are preliminary and there’s no guarantee Gett will go ahead with a sale or initial public offering, the people said.
“As Gett is on a clear path towards profitability globally, including the U.S.,” in the first half of 2019 “it should not be surprising that Gett may receive inbound inquiries from strategic partners,” a spokesman for Gett said.
Gett had a promising start, attracting more than $300 million from Volkswagen in 2016 as the carmaker looked for a viable challenger to Uber Technologies Inc. and Lyft Inc. This year Gett has raised $80 million from investors including Swedish fund manager Vostok New Ventures Ltd.
However, the business has been struggling in the face of growing competition.
Vostok cut the value of its stake by 14 percent so far this year, according to its third-quarter report. That puts its 4 percent holding at $55.5 million, giving Gett a value of about $1.39 billion. Volkswagen has also decided to funnel resources into a home-grown ride-sharing unit called Moia.
Facing intense competition in the U.S., Gett has also weighed an exit from the country just over a year after spending $200 million on an acquisition to enter the market, people familiar with the matter said in July.
Gett isn’t the only ride-hailing company struggling to maintain growth. Uber’s sales are dramatically slowing even as the firm spends more to expand. Lyft’s losses increased to $254 million in the third quarter from $195 million last year after spending more on research and development, a person familiar with the matter said. The two companies are also considering IPOs next year.
Read or Share this story: https://www.detroitnews.com/story/business/autos/mobility/2018/11/25/ride-hailing-app-gett-seeks-buyers/38605229/

Milestone: ŠKODA AUTO’s Mladá Boleslav plant built its seven millionth MQ 200 gearbox since the plant began manufacturing the transmissions

Milestone: ŠKODA AUTO’s Mladá Boleslav plant built its seven millionth MQ 200 gearbox since the plant began manufacturing the transmissions

ŠKODA AUTO is currently investing 65 million euros in stepping up gearbox production
ŠKODA AUTO’s manufacturing of transmissions plays a key role in Volkswagen Group’s production network
Gearbox production is consistently centred on the principles of Industry 4.0

MLADÁ BOLESLAV, 13-Nov-2018 — /EuropaWire/ — ŠKODA AUTO has reached yet another milestone in component production: today, ŠKODA AUTO’s Mladá Boleslav plant built its seven millionth MQ 200 gearbox since the company’s main plant began manufacturing the transmissions in 2000. The Czech car manufacturer makes gearboxes for its own cars as well as for models from other Volkswagen Group brands at its Mladá Boleslav and Vrchlabí plants. Nowadays, gearbox manufacturing follows the principles of Industry 4.0. ŠKODA AUTO is for example focusing on state-of-the-art technologies at both plants to make workspaces more ergonomic and to assist staff.

Michael Oeljeklaus, ŠKODA AUTO Board Member for Production and Logistics, stressed, “The gearboxes made at ŠKODA AUTO demonstrate their high level of quality and manufacturing precision every day, and reliably do their jobs in millions of vehicles. The fact that we have produced seven million MQ 200 transmissions since the start of production in 2000 is convincing proof of the amount of trust that our customers place in our components.”

The manual five- or six-speed MQ 200 gearboxes are designed for engines that deliver torque of up to 200 Nm. ŠKODA AUTO currently manufactures 1,500 units per day on two production lines in Mladá Boleslav. The gearbox comes in no less than 50 different configurations, which are installed in models from various Volkswagen Group brands.

The product portfolio at ŠKODA AUTO currently comprises three types of transmission: in addition to the MQ 200, MQ/SQ 100 gearboxes are also built at the main plant in Mladá Boleslav; ŠKODA AUTO has been producing DQ 200 automatic direct-shift transmissions at its Vrchlabí plant since 2012.

The total production figure for all transmission types made at the Mladá Boleslav and Vrchlabí plants per day is approximately 4,800. To date, ŠKODA AUTO has already produced well over 10 million gearboxes at both plants combined.

ŠKODA AUTO’s manufacturing of transmissions plays a key role in Volkswagen Group’s global production network. Over the course of 2018 and 2019, ŠKODA AUTO is investing more than 65 million euros in gearbox manufacturing in Mladá Boleslav to increase the production capacity of MQ 200 transmissions. Furthermore, in recent years ŠKODA AUTO has invested more than eight million euros in a new test stand area for gearboxes.

Production principles have radically changed since gearbox production began in 2000; nowadays, innovations from Industry 4.0 are used. For example, modern software has since replaced the paperwork originally used in shopfloor management at the main plant in Mladá Boleslav.

12 KUKA robots currently assist staff with assembly by inserting screws or filling the gearboxes with oil, for example.

With its digital shopfloor management and collaboration between employees and robots, ŠKODA AUTO is pressing ahead with the digitalisation of its production – a key pillar of its 2025 Strategy.

SOURCE: ŠKODA AUTO a.s.

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General Motors Says No To Electric Pickup Truck

NOV 12 2018 BY MARK KANE GM: No electric and no autonomous pickups. We can sense the teary eyes in all of you already. While the electric car market takes off and people are waiting for the next big thing – literally – a pickup from Tesla, Rivian or even Ford, we hear that General… Continue reading General Motors Says No To Electric Pickup Truck

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Nissan crisis sheds new light on Japan Inc’s awkward secrets

The Observer Corporate governance Nissan crisis sheds new light on Japan Inc’s awkward secrets The fall of Carlos Ghosn is the just latest in a series of shocks involving some of the country’s biggest companies Nissan’s Carlos Ghosn is now under arrest. Photograph: Toru Yamanaka/AFP/Getty Images Even as Carlos Ghosn sits alone in a tiny… Continue reading Nissan crisis sheds new light on Japan Inc’s awkward secrets

ŠKODA AUTO celebrates grand opening of an automatic small parts warehouse at the main plant in Mladá Boleslav

ŠKODA AUTO celebrates grand opening of an automatic small parts warehouse at the main plant in Mladá Boleslav

ŠKODA AUTO has invested around 8 million euros in its small parts warehouse in Mladá Boleslav
Robots transport small parts from the automatic warehouse to the assembly line
High level of automation increases the efficiency of processes in production logistics

MLADÁ BOLESLAV, 14-Nov-2018 — /EuropaWire/ — ŠKODA AUTO is pressing ahead with the implementation of technologies in line with Industry 4.0 principles: the grand opening of an automatic small parts warehouse took place at the main plant in Mladá Boleslav today. The high level of automation makes it possible to increase the efficiency of work processes in the plant’s small parts logistics. One example of this is the use of robots which put small parts into storage and transport them directly from the warehouse to the assembly line. ŠKODA AUTO has been operating a similar small parts warehouse in Kvasiny for around one year.

Michael Oeljeklaus, ŠKODA AUTO Board Member for Production and Logistics, said, “Last year, we were already able to significantly improve the production logistics processes at our Kvasiny plant. We are now also taking the efficiency of the processes at our main plant to a new level with the new automatic small parts warehouse. The warehouse in Mladá Boleslav is considerably larger and optimally prepares the plant for the future demands of car manufacturing with state-of-the-art technology in line with the principles of Industry 4.0.”

Michael Oeljeklaus officially opened the new automatic small parts warehouse (ASPW) together with Jiří Cee, Head of Brand Logistics, and KOVO Union MB representative, Miloš Kovář. The warehouse has been in operation since July 2018. ŠKODA AUTO has invested around 8 million euros in the construction of the small parts warehouse.

The ASPW is rigorously applying Industry 4.0 principles. The small parts are now stored and removed from the respective shelves fully automatically. From there, they are delivered to the assembly line just-in-sequence as required. This means that they arrive in exactly the order in which they are required and fitted. Automation makes it possible to further increase working precision, accelerate logistics processes and further minimise the error rate. Robots take the strain off the employees by taking on the physically demanding work. This frees up the employees’ time for tasks such as scanning labels or moving small load carriers (SLC) in the incoming and outgoing goods areas.

Covering 2,000 m2, the new ASPW in Mladá Boleslav offers plenty of space for 71,000 small load carriers. Per hour, up to 580 of these small plastic crates can be stored in the shelves which are 14 metres high. The same number of SLCs can be handled in order picking, i.e. outgoing goods. Two robots store the parts and two other robots take them out and deliver them just-in-sequence to production.

In July 2017, ŠKODA opened a similar small parts warehouse at its Kvasiny plant, offering space for 45,000 SLCs. In June 2018, ŠKODA was awarded the expert audience prize at the ELA European Logistics Awards for the Kvasiny warehouse.

By commissioning the automatic small parts warehouse in Mladá Boleslav, ŠKODA AUTO is pressing ahead with the digitalisation of its production – a key pillar of its 2025 Strategy.

SOURCE: ŠKODA AUTO a.s.

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Volkswagen Group in India to restructure its management in order to use the existing synergies more efficiently

Gurpratap Boparai

Pavel Richter

More efficient use of synergies: under ŠKODA’s leadership, Volkswagen Group establishes new management structure in India from 1 January 2019
Gurpratap Boparai, currently Managing Director of ŠKODA AUTO India Private Limited (SAIPL), to also become Managing Director of Volkswagen India Private Limited (VWIPL)
The restructuring of the Volkswagen Group companies is scheduled for 2019 subject to the relevant authorities’ approval

Mladá Boleslav, Czech Republic /Mumbai/Pune/Aurangabad, India, 21-Nov-2018 — /EuropaWire/ — As part of the ‘INDIA 2.0’ project, the Volkswagen Group plans to sustainably strengthen its position in the Indian market. The Volkswagen Group in India is restructuring its management in order to use the existing synergies more efficiently in the development of this important growth market. Gurpratap Boparai, currently Managing Director of ŠKODA AUTO India Private Ltd., will also become Managing Director of Volkswagen India Private Limited (VWIPL) with effect from 1 January 2019. In the future, all the Group brands will continue their operations under the leadership of Gurpratap Boparai with a common strategy in the Indian Market. The restructuring of the Volkswagen Group companies in India is planned for next year, subject to regulatory and other approvals.

The Volkswagen Group is placing the responsibility for implementing the ‘INDIA 2.0’ project in the hands of the newly formed management team. The aim of this measure is to make more efficient use of existing synergies and to establish more agile coordination processes so that decisions can be made more quickly and flexibly.

With effect from 1 January 2019, Gurpratap Singh Boparai, currently Managing Director of ŠKODA AUTO India Private Ltd., will also become Managing Director of Volkswagen India Private Ltd. (VWIPL). On the same date, Mr. Pavel Richter, Production Technical Director of INDIA 2.0 project, will be responsible for production at both Indian plants. As part of the restructuring Dr. Andreas Lauermann will be moving to the Volkswagen Group by end of the year to take on new responsibilities.

Bernhard Maier, ŠKODA AUTO CEO, explains: “India is an important and attractive growth market for us. Our goal is clear: In this highly competitive environment, we aim for a combined Volkswagen and ŠKODA market share of up to 5% by 2025. Based on the MQB A0-IN platform from 2020, we will be offering the right models to unlock the Indian market’s potential.”

Gurpratap Boparai, Managing Director of ŠKODA AUTO India Private Ltd. and Head of ‘INDIA 2.0’, adds: “With the introduction of the new management structure, we are laying the foundations both for the joint implementation of ‘INDIA 2.0’ and for achieving our goals in India: we will secure employment in India, create new jobs, attract talent and launch high quality and attractive vehicles on the market.”

As part of ‘INDIA 2.0’, ŠKODA will be responsible for the Volkswagen Group’s model campaign on the Indian market. To best meet the needs of Indian customers, ŠKODA has been focusing on maximum market proximity from the very start. All future models to be developed and produced locally in India will be based on the Volkswagen Group’s modular transverse matrix (MQB). This platform already meets the stricter legal requirements in India, which will come into force in 2020. In this context, ŠKODA is developing the MQB-A0 IN sub-compact platform exclusively for the Indian market. The model campaign will be launched in 2020 with an SUV. In the second phase of the project, ŠKODA will be examining the possibility of exporting vehicles built in India.

SOURCE: ŠKODA AUTO a.s.

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