chi siamo - assolombarda.it · • in november 2009, mark iv emerged from chapter 11 restructuring...

2This document contains confidential and/or privileged information which is the property of Dayco Europe/Dayco Products, LLC.This information may not be disseminated to third parties without express, written consent by Dayco Europe/Dayco Products, LLC.CONFIDENTIAL

DAYCO : BREVE PRESENTAZIONE

CHI SIAMO:

PRODOTTI / MERCATO / STRATEGIA / TURN – OVER / EBITDA / etc.

Mark IV, LLC 3

CONFIDENTIAL This document contains confidential and/or privileged information which is the property of Dayco Europe/Dayco Products, LLC.This information may not be disseminated to third parties without express, written consent by Dayco Europe/Dayco Products, LLC.

What is Mark IV?

Mark IV, LLC 4


Mark IV, LLCJim Orchard – Co-CEO

Mark Barberio – Co-CEO & CFO

Mark IV IVHS

Sy s tèm es M o te u rs

Mark IV Transportation

• Global designer, marketer, distributor and manufacturer of Automotive, Industrial and Transportation products and systems

• Operations in 16 countries

• 19 Manufacturing Facilities

• Over 20 sales, distribution and tech centers

• 4,200 Employees

• FY 2010E Sales $1.3 billion

• FY 2010E EBITDA $150+ million

• FY 2010E EBITDA Margin 12.2%

Key Facts

Note: Fiscal year ends last day of February

Mark IV, LLC 5


Diversified Businesses

* (1) Transportation includes Luminator Technology Group, Intelligent Vehicle Highway Systems and NRD, which represents small manufacturing operation not associated with other markets. Corporate expenses not included in FY 2010 EBITDA

Business Unit FY 2010 Sales

USD (Millions) at FY10 Peg (Euro = 1.40; Cdn = 1.00)

Business Unit FY 2010 EBITDA

Air Intake & Cooling25%$320

Transportation(1)

15%$184

Power Transm ission

60%$752

Power Transm ission

62%$102

Transportation(1)

18%$31

Air Intake & Cooling20%$33

Mark IV, LLC 6


Balanced Geography and End Markets

FY 2010 Sales by Geography FY10 Sales by End Market

USD (Millions) at FY10 Peg (Euro = 1.40; Cdn = 1.00)

Rest of W orld2%$27

North Am erica32%$399

South Am erica5%$69

Europe61%$761

Heavy Duty OE 7%$90

Light Duty OE 50%$636

Transportation 15%$184

Auto Afterm arket28%$346

Mark IV, LLC 7


Diversified Customer Mix

• 61% of sales represent customers with less than 2% of total sales individually.

• No customer greater than 12% of total sales.

• Detroit 3 (NAO region only) represents 5% of global sales, with Ford being the majority

Advance Auto

Parts 4%GM 2%

Giat Group 7%

Ford 8%

PSA Group 12%All Other (No one

customer >2%) 61%

Iveco - Fiat HD

2%

AutoZone 2%VAG Group 2%

Mark IV, LLC 8


Global Footprint

Juatuba

CordobaBuenos Aires

Sao Paulo

Nuevo LeonTlalnepantla

Springfield

Tulsa

Springdale

Sparks

Toronto

Amherst

Troy

Williston

Fayetteville

Walterboro

Victoria

Shanghai

Dandenong

Essex

Paris

Ghlin

ViernheirmGotenburg

BarcelonaChieti, Manoppello, Colonella

Ivrea (Torino)

Romania

Montreal

Plano

Sonderborg

Rastatt

New Delhi

Nagoya

Orbey

Fraize

Chateauroux

Mark IV, LLC 9


Recent Events• In November 2009, Mark IV emerged from Chapter 11 restructuring process

• Financial restructuring process was efficiently completed in just over six months while maintaining market shares, margins and a solid continuity of supply

– Significantly reduced debt burden– Capped legacy liabilities

• FY10 performance (unaudited) exceeded Plan of Reorganization (“POR”) expectations– Sales of $1.3 billion exceeded budget by $37 million or 3%– EBITDA of $150+ million exceeded plan by over $25 million or 25%

» Volume/mix and pricing accounted for half of the improvement» Operating performance and cost savings initiatives accounted for the other half

• Cash and capital structure in line with POR expectations• Secured significant replacement and new business awards

– Light Duty 1.4-1.6 liter engines in Europe– Reconfirmed European and North American 75%+ share in Heavy Duty via long-term

agreements– Awarded North America Aftermarket belts business with AutoZone eliminating a major

competitor from the segment• Six new projects initiated for global footprint expansion in China, India (3), Brazil and Mexico

Mark IV, LLC 10


What Do We Do?

March 2009 Mark IV, LLC 11


Power Transmission

Company Overview Products

• Headquarters: Troy, Michigan• Tier 1 supplier manufacturing flexible and rigid

products and systems• End Markets: US, Europe, ROW• 10 manufacturing facilities• 8 Distribution centers• 4 technical centers• Employees: 2,750 • FY 2010E Revenue - $752 million• FY 2010E EBITDA - $102 million (13.6%)

Flexible Components:• Timing Belts• Poly-Rib Belts• Raw Edge BeltsRigid Components:• Tensioners• Idlers• Pulleys• Dampers

Sales by Division & Region Top Customers by Segment

SAO – Distributors– Garages

VolvoM.A.N.DaimlerNavistar

CaterpillerJohn Deere

NAO – AutoZone– Advance Auto– Pep Boys

FiatPSAFord EuropeRenaultV W Group

CumminsIveco

E U – Over 1,100Distributors

Light DutyHeavy DutyAftermarket

SAO – Distributors– Garages

VolvoM.A.N.DaimlerNavistar

CaterpillerJohn Deere

NAO – AutoZone– Advance Auto– Pep Boys

FiatPSAFord EuropeRenaultV W Group

CumminsIveco

E U – Over 1,100Distributors

Light DutyHeavy DutyAftermarket

PT EU/ROW OE 23.3%

PT EU/ROW AM 38.6%

PT NA AM 24.1%

PT NA OE 14.0%

44.5%

9.4%

18.5%

22.6%



Power Transmission – Global Profile

Global Footprint

Chieti,Manoppello,Colonella

Viernheirm

Gotenburg

R&D

Sales and Eng

Plant/Dist. Ctrs.

Legend:

Williston

FayettevilleWalterboro

Springfield

Tulsa

Springdale

Sparks

Nuevo Leon

Tlalnepantla

Toronto

Amherst

Troy

Juatuba

CordobaBuenos Aires

Sao Paulo

Victoria

Shanghai

Paris

Barcelona

Ivrea (Torino)

EssexGhlin



Air Intake and Cooling

• Headquarters: Orbey, France• Product Base: Tier I supplier manufacturing

plastic-based products for air intake and engine cooling applications

• End Markets: Europe and North America• Plant locations: 4 (3 in France, 1 in Canada)(1)

• Employees: 1,260• Leader in advanced process engineering for

injection welded technology• FY 2010E Revenue - $320 million• FY 2010E EBITDA - $33 million (10.3%)

Overview of Air Intake & Cooling (AIC) Products

Sales by Customer Factory and Office Locations

Water Cooling Components

Ducts (Air & Water)

Air Intake Components

MexicoProduction projected:- ManifoldsIn place 2010

Montreal (CAN)Plant production:- Manifolds- DuctsHeadcount: 170

Rochester Hills (USA-MI)Sales officeTech centerHeadcount: 25

Nagoya (JAP)Sales office (Tech)Headcount: 1

RomaniaProduction started withDegassing tanks- Duct in place 2009

Orbey (FRA)HeadquarterTech centerPlant:- Manifolds- DuctsHeadcount: 450Fraize (FRA)Plant- DuctsHeadcount: 220Chateauroux (FRA)Plant:- CoolingHeadcount: 170Paris (FRA)Sales officeHeadcount: 6

ChinaProduction projected:- ManifoldsAnticipated in 2010

India - Toll ManufacturingProduction projected:- ManifoldsBegan in Mar 2009

Air filter

Intake Manifold

Charged airducts

Water pipes

Coolantmodule

Surge tank

Thermostat housing

� Intake manifolds� Air modules� Air cleaner (buy product)

� Charged air ducts� Water pipes

� Coolant module� Thermostat housing� Water pump� Surge tank

Water pump

(1) The Company also has sales offices in Rochester Hills, MI and Nagoya, Japan

PSA32%

Renault7%

BM W8%

Ford13%

GM11%

Fiat14%

Denso4%

Tooling8%

Other3%



Intelligent Vehicle Highway Systems

Company Overview Products

Marketplace Product in the System

• Designer and manufacturer of Electronic Toll Collection equipment

• Exclusive provider of equipment to the E-Z Pass Interagency Group serving tollways in 14 northeastern states

• Headquarters in Mississauga, Ontario, Canada• Customer service offices in 2 locations in NJ and MD• Total employees: 115• FY 2010E Revenue - $50 million

• Mark IV RFID tag in vehicle - compatible at all E-ZPass toll facilities

• Antenna reads RFID tag and sensors classify vehicle

• Lane Computer sends transaction to the Host Computer and then to Customer Service Center

• Traffic signs and signals• Camera records

license plate image only (just in case)

GOE-ZPASS

Driver FeedbackSign (DFS)

and Traffic LightRear VESCamera

Front VESCamera

Treadle

AVI Antenna

Canopy Traffic Light

Overhead Vehicle Profiler

Mark IVRFID Tag

ABC-123

Lane Mode Sign (LMS)SM

GOE-ZPASS



GOE-ZPASS



Front VESCamera

Treadle

AVI Antenna



Mark IVRFID Tag

ABC-123


Front VESCamera

Treadle

AVI Antenna



Mark IVRFID Tag

ABC-123


New Hampshire DOT Bureau of

Turnpikes

New York State Thruway Authority

IL INOH

CTMA

ME

NH

NJ

NYRI

VT

PA

VA

WV

DEMD

Illinois Sate Toll High Authority

Skyway Concession Company LLC

West Virginia Parkway Economic Development and Tourism Authority

Virginia Department of Transportation

ITR Concession Co. LLC

Delaware RiverJoint Toll Bridge

Commission

Maryland Transportation

Authority Delaware Department of Transportation

Delaware River and Bay Authority

Delaware River Port Authority

South Jersey Transportation Authority

Burlington County Bridge Commission

New Jersey Turnpike Authority

The Port Authority of NY & NJ

MTA Bridges & Tunnels

New York State Bridge Authority

Massachusetts Port Authority

Maine Turnpike Authority

PennsylvaniaTurnpike

Commission

States with E-Z Pass

Non-Toll States

Interagency Group 25 Agencies in 14 States

Buffalo and Fort Erie Public Bridge Authority

Massachusetts Turnpike Authority

Rhode Island Turnpike and Bridge Authority

New Hampshire DOT Bureau of

Turnpikes

New York State Thruway Authority

IL INOH

CTMA

ME

NH

NJ

NYRI

VT

PA

VA

WV

DEMD

Illinois Sate Toll High Authority

Skyway Concession Company LLC

West Virginia Parkway Economic Development and Tourism Authority

Virginia Department of Transportation

ITR Concession Co. LLC

Delaware RiverJoint Toll Bridge

Commission

Maryland Transportation

Authority Delaware Department of Transportation

Delaware River and Bay Authority

Delaware River Port Authority

South Jersey Transportation Authority

Burlington County Bridge Commission

New Jersey Turnpike Authority

The Port Authority of NY & NJ

MTA Bridges & Tunnels

New York State Bridge Authority

Massachusetts Port Authority

Maine Turnpike Authority

PennsylvaniaTurnpike

Commission

States with E-Z Pass

Non-Toll States

Interagency Group 25 Agencies in 14 States

Buffalo and Fort Erie Public Bridge Authority

Massachusetts Turnpike Authority

Rhode Island Turnpike and Bridge Authority



Luminator Technology GroupCompany Overview Products

Segment Breakdown Facility Locations

LuminatorPlano, Texas, USA•Bus North America•Rail North America•Aircraft

MainEngShanghai, China•Rail Systems

LLERastatt, Germany•Bus Sign EU

FoconSønderborg, Denmark•Rail Systems EU

• Designer and manufacturer of LED and other electronic display systems for trains, buses and planes

• Most diversified LED offering in the industry• Market share:

– North America Bus: 70% of new bus build– North America Rail: 75%– Europe Bus 25%

• FY 2010E Revenue - $128 million• Employees: 461

Aircraft15%

Rail32%

Bus53%

52%

12%

36%

Mark IV, LLC 16


Mark IV Sales and EBITDA

• Mark IV’s sales and EBITDA are expected to track projected recoveries in the light- and heavy-duty OE markets

Mark IV Sales and EBITDAFY 2008A – FY 2013P

$1,500

$200

$1,150

$1,200

$1,250

$1,300

$1,350

$1,400

$1,450

$1,500

$1,550

FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Sales ($ in millions)

$50

$70

$90

$110

$130

$150

$170

$190

$210

EBITDA ($

in millio

ns)

Sales EBITDA

17


BREVE STORIA DI MARK IV

Enfasi sulle 4 tappe cruciali dal 1993 ad oggi:

A) DA PIRELLI TRASMISSION A DAYCO - 1993 (“ESSERE ACQUISITI”)

B) DA “ ACQUISITI” AD “ ACQUISITORI” – 1994/1998LA POLITICA DELLE ACQUISIZIONI

C) IL CAMBIO DELL’OWNER – DA PROPRIETA’ INDUSTRIALE A PROPRIETA’ FINANZIARIA – ARRIVANO I FONDI E SI AVVIA LO SPEZZATINO - 1999

D) DALLA PROPRIETA’ FINANZIARIA (FONDO) AGLI INVESTITORI (BANCHE) ATTRAVERSO IL CHAPTER 11 -2008

18


Company history

• 1905

• Viene fondata Dayton Rubber Company a Dayton, Ohio (USA)

• 1986

• Armtek acquisisce gli stabilimenti Dayco di cinghie e tubi in gomma. L’azienda viene rinominata Dayco Products Inc.

• 1988

• Mark IV acquisisce Armtek• 1990

• La sede centrale europea viene fissata a Solvesborg, Svezia.

• 1991

• Vengono acquisite Tecaflex (Italia) e Stecko (UK).

19


� 1993• Viene acquisita Flexomatic (Germania).

• Viene acquisito il gruppo Pirelli Trasmissioni Industriali.

� 1994-1995 • Diverse acquisizioni.

� 1996• Il gruppo Mark IV viene riorganizzato in due distinte divisioni globali:

MARK IV AUTOMOTIVE e MARK IV INDUSTRIAL. Contemporaneamente viene acquisita CTM (Italia).

● 1997• Vengono acquisite Nuova Eletta (Italia) e LPI Systémes Moteurs

(Francia).

Company history

20


� 1999• Vengono acquisite Lombardini e Ruggerini (Italia).• CVT (Continuously Variable Transmission) viene acquisita da Piaggio

(Italia).

� 2000• Mark IV Industries viene acquisita da BC Partners

� 2001• Vengono acquisite Cremsa e Ensa (Spagna).• Gli stabilimenti Dayco Fuel Systems (Airasca, Scarperia, Brasile) vengono

venduti a Dayco Fuel Management Spa• Gli stabilimenti Dayco Fluid Handling (Chivasso, Scarlino, Brasile)

vengono venduti a Dayco Fluid Technologies Spa

• Mark IV Industrial viene acquisita da Parker / Carlisle

2007• MARK IV INDUSTRIES (BC PARTNERS) is acquired by SUN CAPITAL.

2008• SUN CAPITAL decided to go out of Mark IV and “leaves” the company in

the investor’s hands.

Company history

21


CERCHEREMO DI CAPIRE SE UNO DEI FATTI “ESOGENI” CITATI O

“ENDOGENI” HANNO

DETERMINATO / FAVORITO / INCORAGGIATO

IL SUCCESSO DELL’AZIENDA

22


PSA FIAT FORDVAGIVECO SOFIMRENAULTGMDAIMLEROTHERS

HOLDING FY 96

23


DAYCO E’ UN’AZIENDA DI SUCCESSO?

� ALCUNI INDICATORI :

A) TREND DEL TURN – OVER E DEL EBITDA (PROFIT) 1994 – 2010 (allegato A)

B) TREND SUL MERCATO N°CLIENTI (all. B)

C) TURN – OVER IMPIEGATI / QUADRI / DIRIGENTI (3,5% NEL QUINQUENNIO 2006 – 2010) (all. C)

D) RICORSO ALLA CIG NEL PERIODO DI CRISI (Sep 2008 – Mar/Apr 2009) (all. D)

24


PSAFIATFORDVAGIVECORENAULTBMWGMOTHERSVOLVOMANSCANIA

AUTOMOTIVE SALES FY 10

ALLEGATO B

25


CAMBIAMENTI NEGLI ANNI DAL 1993 AD OGGI E LA “CRISI”

HANNO DETERMINATO DIFFICOLTA’ E COMPLICAZIONI

COSA E COME SONO MUTATI NEL SISTEMA AZIENDA I PRINCIPALI FATTORI

QUALE E/O QUALI SONO STATI I PUNTI DI FORZA PER MANTENERE L’ECCELLENZA

26


ELEMENTI COSTITUTIVI DEL SISTEMA AZIENDA

AMBIENTE

STRATEGIA PRODOTTO / MERCATO

SISTEMI

VALORI / CULTURA

ORGANIZZAZIONE

RISORSE UMANE

UN’AZIENDA (SISTEMA) E’ NELL’ECCELLENZA SE GLI ELEMENTI SONO IN COERENZA FRA

LORO E SE V’E’ ALMENO UNO DEGLIELEMENTI IN CUI V’E’ UN PRIMATO.

27


IL CAMBIAMENTO ATTRAVERSO LE DIVERSE “EPOCHE” IVI INCLUSA L’EPOCA DELLA CRISI

STRATEGIA

DA LUNGO TERMINE A BREVE / MEDIO TERMINE

DA INVESTIMENTI PER A “CASH”LO SVILUPPO

DA “COMPONENTISTI” A “SISTEMISTI”

DA “EUROPEO CENTRICI” A R.O.W. (CINA / INDIA / BRASILE)

DA PRODURRE TUTTO A PRODURRE SOLO DOVE BUONI MARGINI

28


ORGANIZZAZIONE

DA ORGANIZZAZIONE AD ORGANIZZAZIONE PIU’INTEGRATA ARTICOLATA IN CENTRI DI

PROFITTOTRA PIU’ TRA LEBUSINESS FUNZIONI

DA UN CENTRO DI A PIU’ CENTRI DIAUTORITA’ AUTORITA’ CHE SI

CONTROLLANO E CHE “INTERFERISCONO”

29


PRODOTTO / MERCATO / TECNOLOGIA

DA RAZIONALIZZATORI PROCESSO

DA UNA PREVALENZA DELLE CINGHIE

DA COMPONENTISTI

DA CAR MAKERS EU / NORD AMERICANI

DA ATTENZIONE AI MERCATI EU + NORTH AMERICA

INNOVATORI SUL PRODOTTO

A SVILUPPO DEI COMPONENTIRIGIDI

AI SISTEMISTI

A TUTTI (ATTENZIONE A GIAPPONESI / COREANI / CINESI /

INDIANI)

A BRIC (INDIA-CINA / BRASILE /RUSSIA ??)

30


SISTEMISISTEMA PREMIANTE

DAL SISTEMA MBO AL SISTEMA PER(AZIONI RISULTATI E TARGET ECONOMICIRESPONSABILITA’) - MARGINE

- EBITDA- PER TUTTO IL GRUPPO

SISTEMA DI CONTROLLO = BALANCED SCORECARDREPORT / MEETING

DAI FENOMENI CHEGENERANO NUMERI AI NUMERI CHE GENERANO FENOMENI

allegato E

31


VALORI

1. LEADERSHIP = governare processi e risorse impegnate

2. Analisi e visione

3. Orientamento al cliente

4. Tensione al risultato

5. Pianificazione e controllo

6. Delega e sviluppo

7. Adattabilità

DA

VALORI DI “SVILUPPO”

1. Pianificazione

2. Processi / tempi innovazione

3. Integrazione

4. Qualità

5. Economics

6. Allineamento persone / comportamento

A

VALORI DI “TENUTA”

1. Comprensione business2. Prodotto e funzioni d’uso(analogo in entrambe le situazioni)

32


RISORSE

� TOP MANAGEMENT

� MIDDLE MANAGEMENT :

“PROFESSIONALS” (tecnostruttura)

2°e 3°LIVELLO DI OPERATIVITA’ SU MANUFACT. / R&D / COMMERCIALE

� BLU COLLARS (OPERAI)

33


RISORSE

� IL TOP MANAGEMENT(4/5 cambiamenti dal 93 ad oggi)Nazionalità – cultura aziendale – esperienze – modelli di “corporate governance”

� BLUE COLLARScambiamenti negli anni dal 93 ad oggi che hanno interessato più del 60% della forza lavoro Flexible e più del 40% della forza lavoro Rigid o per mobilità o per utilizzo contratti lavoro interinali

� IL MIDDLE MANAGEMENT“La tecnostruttura”, il 2°e il 3°livello di operati vità nella struttura, si è mantenuto integro nelle diverse fasi.

34


QUAL’E’ IL FATTORE DI SUCCESSO?

A) COERENZA FRA I COMPONENTI DEL SISTEMA AZIENDA

B) MA ECCELLENZA DOVE?

COSA HA CONSENTITO DI SUPERARE I CAMBI DI LEADERSHIP, DI PROPRIETA’ DI LINEE GUIDA NELLA STRATEGIA DI VALORI, DI PRODOTTO / MERCATO NONCHE’ LE DIFFICOLTA’ DELL’AMBIENTE (CRISI)?

35


LA STRATEGIA = “ADATTIVA”; NON PARTICOLARMENTE INNOVATIVA, SVILUPPA IN MANIERA CONSEGUENZIALE CIO’ CHE ERA GIA’STATO POSTULATO

L’ORGANIZZAZIONE = “CONTRASTATA” NEI SUOI RISULTATI: NON CHIARA E NON CHIARAMENTE PERCEPIBILE. NON FONTE DI EFFICACIA DELL’ATTIVITA’

I SISTEMI = NON VI E’ ECCELLENZA IN ALCUNI DEI SISTEMI: NE’ IL SISTEMA PREMIANTE, NE’IL SISTEMA DI REPORTING, NE’ IL SISTEMA LOGISTICO

36


PRODOTTO / MERCATO / TECNOLOGIA :

NON V’E’ STATA INNOVAZIONE PURA NEI MATERIALI O NELLE APPLICAZIONI, NON SI E’REINVENTATO IL SISTEMA DI TRASMISSIONE PER IL MERCATO SI E’ SEGUITO IL TREND DEL BUSINESS CON QUALCHE RITARDO

I VALORI / LA CULTURA :

NON E’ STATO IL “COLLANTE”, NON E’ STATO LO STRUMENTO DELL’INTEGRAZIONE FRA LE DIVERSE PARTI DEL GRUPPO

37


LE RISORSE

� IL TOP MANAGEMENT?

� I BLUE COLLARS?

� IL MIDDLE MANAGEMENT, I PROFESSIONALS, “ LA TECNOSTRUTTURA”, IL 2°/ 3°LIVELLO DELL’ORGANIZZAZIONE E’L’AREA D’ECCELLENZA

38


IL MIDDLE MANAGEMENT HA AGITO SUL :

� MERCATO: (RAPPORTO CON IL CLIENTE)

� PRODOTTO: (INNOVAZIONE E ADATTAMENTO)

STRATEGIA :

� CURANDO MOTIVAZIONE / EDUCAZIONE E CRESCITADELLE RISORSE UMANE A LORO AFFIDATE

� GARANTENDO QUALITA’ ED ECONOMICITA’ DELLEPERFORMANCE

� MANTENENDO E SVILUPPANDO IL VALORE DEL BRAND

39


QUALI I MOTIVI DELL’ECCELLENZA DEL MIDDLE MANAGEMEN T / 2°-3°LIVELLO DELLA STRUTTURA

� PRIMA / DURANTE / AL TERMINE DELL’ATTIVITA’

� SI E’ CREATA UNA SCUOLA DI COMPETENZE (KNOWLEDGE MANAGEMENT)

� SI E’ INVESTITO NELLA FORMAZIONE SCEGLIENDO IL MEGLIO

� CI SONO STATE NEGLI ANNI POLITICHE RETRIBUTIVE “SFIDANTI” (NON SONO SOLO UN COSTO MA UN INVESTIMENTO)

� IL SISTEMA DI INCENTIVAZIONE E’STATO COERENTE E CHIARO

� SI E’ PRIVILEGIATA LA CRESCITA DALL’INTERNO

� SI E’ LAVORATO PER LA CHIAREZZA ORGANIZZATIVA

� SELEZIONE

� EDUCATION

� MOTIVAZIONE

40


QUALI I MOTIVI DELL’ECCELLENZA DEL M.M. / 2°-3°LIVELLO DELLA STRUTTURA

� SI E’ MANTENUTA LA COERENZA DEL SISTEMA “PUNITIVO” (CHI NON HA RAGGIUNTO GLI OBIETTIVI HA UNA SANZIONE NEGATIVA)

� SI E’ PUNTATO AL SUCCESSO E SI E’ PENSATO DI OTTENERE SEMPRE UN SUCCESSO

� SI E’ MANTENUTA FORTE E DIFFUSA L’IDENTITA’ CON IL BRAND

� UNA CERTA “IMPRENDITIVITA’ ”

� SI E’ SCELTO UN LUOGO DOVE LA QUALITA’ DELLA VITA E’APPREZZABILE

� SUCCESSO

� IDENTITA’

� LUOGO

41


Segment Sales & EBITDA

FY11 Budget

USD ($000) @ FY11 Peg (Euro = 1.40; Cdn = .91)

FY10 FY11 FY11Unaudited Budget POR P/Y POR

PT 741,779$ 794,478$ 804,700$ 7.1% -1.3%AIC 312,574 314,048 347,800 0.5% -9.7%Total Automotive 1,054,353$ 1,108,526$ 1,152,500$ 5.1% -3.8%

LTG 127,611 128,429 127,800 0.6% 0.5%IVHS 49,145 60,419 53,100 22.9% 13.8%NRD 6,190 5,347 6,100 -13.6% -12.3%Total Transportation 182,946$ 194,195$ 187,000$ 6.1% 3.8%

TOTAL MARK IV, LLC 1,237,299$ 1,302,721$ 1,339,500$ 5.3% -2.7%

FY10 FY11 FY11Unaudited Budget POR P/Y POR

PT 98,410$ 93,484$ 103,700$ -5.0% -9.9%AIC 32,959 28,739 31,400 -12.8% -8.5%Total Automotive 131,369$ 122,223$ 135,100$ -7.0% -9.5%

LTG 11,433 12,338 12,500 7.9% -1.3%IVHS 17,881 19,923 20,600 11.4% -3.3%NRD 1,697 846 900 -50.1% -6.0%Total Transportation 31,011$ 33,107$ 34,000$ 6.8% -2.6%

Corporate, excluding Retiree Healthcare (7,200) (7,859) (7,500) 9.2% 4.8%

Total Mark IV, LLC, before Retiree Healthcare 155,180$ 147,471$ 161,600$ -5.0% -8.7%

Retiree Healthcare (4,900) (2,500) (3,900) -49.0% -35.9%

TOTAL MARK IV, LLC 150,280$ 144,971$ 157,700$ -3.5% -8.1%

EBITDA % 12.1% 11.1% 11.8%

FY11 Budget Variance vs.

SALESFY11 Budget Variance vs.

EBITDA

Mark IV, LLC 42


Strategia

� Selezione� Formazione� Motivazione� Identità

Mark IV, LLC 43


Contatti

– Dott. Massimo Papa Resp. Risorse umane

tel. 0871 579606 e-mail [email protected]

– Dott. Pierino Bruno Resp. Produzione

tel. 0871 579894 e-mail [email protected]

chi siamo - assolombarda.it · • in november 2009, mark iv emerged from chapter 11 restructuring...

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