Economic sectors in the industry

This solution, integrated at the base of street lights or on facades, transforms the lighting network into a communicative intelligent infrastructure. In particular, it modulates lighting according to the weather, the time of day, the neighbourhood, and maintenance needs.

3) Applying 3D technology to a site to improve management of delivery times and costs.

In the early 2000s, convinced of the necessity of designing, building, and operating buildings more reliably, faster, and at a lower cost, we started giving serious consideration to BIM (Building Information Modelling), which provides digital modelling and the management of the data within it. The principle is to use 3D technology to show all of the information that is useful for the design and construction of a building, and to simulate its behaviour. Soon, digital modelling will be 100% integrated, so that all participants in a project can work on the same model in real time.

4) Research and development takes on its full meaning when it leads to concrete improvements in the lives of the users of our buildings, or in Bouygues construction techniques and methods. Another look at the example of the ABC concept, a creator of value.

Almost 7% of electricity in France is lost to electrical distribution and transport (source: RTE). 24% of water is lost in pipes. Faced with these facts, Bouygues is constantly seeking solutions that can limit this waste and create a more harmonious living environment for users. The ABC concept (Autonomous Building for Citizens) is a way to meet these challenges.

Developed in partnership with architects Valde & Pistre, it is autonomous housing that is freed from normal networks in order to better control energy use. The comprehensive approach to its design integrates all of the environmental, technical, economic, and social aspects of the buildings of the future. The first demonstrator of this concept will be developed at EcoCitй Grenoble Presqu'оle in the next few years.

7.3 Strabag

Is an Austrian construction company based in Villach, with its headquarters in Vienna. It is the largest construction company in Austria and one of the largest construction companies in Europe. The company is active in its home markets Austria and Germany and in all countries of Eastern and South-East Europe, in selected markets in Western Europe, on the Arabian Peninsula, as well as in Canada, Chile, China and India. In these markets STRABAG has subsidiaries or operates on a project-basis.

What they do to be successful:

Internationality

The various forces driving the construction industry and its subsectors advise a strategy that is built on diversity. This diversity can be seen in our employees but also in the regions and segments in which we operate. Starbag therefore see ourselves as a European based group that offers a broad range of construction services internationally. Selective diversification brings a number of advantages: it allows Starbag to respond quickly to opportunities in different markets. The existing country network also helps Starbag in its expansion: we can deploy large equipment to different regions, and Starbag pass on know-how and technologies to the local management so they are of benefit there. Moreover, Starbag spread our risk by not concentrating its business on just a few countries.

Strong market positions

In addition to a broad level of diversification, Starbag also believe it is important for us to achieve a strong market position in the markets in which we operate. Construction companies need a critical mass and sufficient capital resources in the individual markets in order to successfully bid for and pre-finance large-scale projects. Size is also associated with qualities such as reliability and stability - and this, together with the references, creates trust.

Diversification along the construction value chain

In addition to diversifying geographically, Starbag also try to offer services along the entire construction value chain and in different construction segments. After all, the construction industry does not follow just one cycle: each segment - differentiated in part by the type of client - follows its own. In economically difficult times, for example, the public sector invests more in infrastructure as a way of stimulating the economy, and the transportation infrastructures segment booms. Lower interest rates, on the other hand, are of benefit especially in building construction and civil engineering.

The diversification in different construction segments thus reduces risk, and the extension of the value chain balances out cyclical and seasonal effects by trend. This is why Starbag have expanded our range of services in recent years, for example in the field of intelligent transport systems and electronic toll solutions or in the services business, so that today around 85 % of our business comes from construction, 7 % from services and 4 % each from concessions and construction materials.

Innovations

For a long time, cost optimisation was seen as the only strategic guiding principle for competitiveness in the construction industry. According to general perception, innovative thinking and practice as an investment in the future did not appear to be consistent with the realities of the construction sector. However, building requires a wide range of technologies and know-how. Building is an integral platform with a varied and diverse range of tasks and processes whose development and improvement is in constant need of innovative ideas.

Together with the operating business units, Starbag technical service companies Zentrale Technik,Gesellschaft fьr Qualitдtssicherung und Innovation and Bau Prozess Management are pursuing the objective of expanding its competitive edge through high-quality, technical, resource-friendly solutions. These activities are complemented by the analysis of strategic fields and trends (see illustration) as well as support and consultation during the planning, application and realisation of funded cooperative research projects.



7.4 ThyssenKrupp

ThyssenKrupp is a diversified industrial group with traditional strengths in materials and a growing share of capital goods and services businesses. Around 155,000 employees in nearly 80 countries work with passion and technological expertise to develop high-quality products and intelligent industrial processes and services for sustainable progress. Their skills and commitment are the basis of our success. In fiscal year 2013/2014 ThyssenKrupp generated sales of around €41 billion.

What they do to be successful:

Positioning as a diversified industrial group

ThyssenKrupp is a diversified industrial group with traditional strengths in materials and a growing share of capital goods and services businesses. Our engineering expertise in the areas "Mechanical", "Plant" and "Material" provides a strong basis from which we can follow the development trends on the global sales markets, create growth on the markets of the future and generate stable earnings, cash and value-added contributions.

To achieve this we use an approach we call "More & Better". Demographic change, the globalization of goods flows and the rapid growth of mega cities mean that global demand is rising all the time. The world needs "more" consumer and capital goods, infrastructure, energy and raw materials. However, this growing demand is set against the finite nature of natural resources. Concerns over climate change and the environment together with stricter regulations call for "better" solutions. We need to use resources more efficiently, reduce the environmental impact of producing consumer and capital goods, and build sustainable infrastructure.



With its engineering expertise, ThyssenKrupp offers solutions to these challenges and with its technologies, materials, industrial processes and services already meets requirements for "more" and "better" in many areas - both in industrialized countries and in emerging markets. This creates value for our customers and gives us a clear competitive edge.

ThyssenKrupp positioning as a diversified industrial group is linked to a clear ambition to generate higher and more stable earnings, cash flow and value added. ThyssenKrupp aimed to achieve this through a stronger focus on profitable capital goods and services businesses with lower volatility and capital intensity and on the global growth regions and industries. ThyssenKrupp aimed to boost our earnings strength through efficiency gains and or profitable growth in the business areas while systematically leveraging synergies within the Group.

Successful implementation of the Strategic Way Forward

The program for positioning ThyssenKrupp as a diversified industrial group is the Strategic Way Forward, which we have been implementing rigorously since May 2011. In particular with the sale of ThyssenKrupp Steel USA and the slab supply contract for ThyssenKrupp CSA, the ending of financial links with OTK and our successful financing measures, ThyssenKrupp significantly reduced our risk profile in the reporting year, strengthened our key financial ratios and secured value and liquidity for the company. Now, alongside our performance initiatives and the changes in our corporate culture, leadership and structure, ThyssenKrupp can also focus on the further development of our HR strategy and the strategic management of our customers and markets.

Innovations

ThyssenKrupp House of Innovation

The framework and structure for innovations and technology in the Group is the ThyssenKrupp House of Innovation, whose five virtual building blocks stand for key areas of our development work:



· The first building block is aimed at defining and continually refining our technology strategy. For this ThyssenKrupp have identified key technology trends that guide its main development efforts and in turn are based on key global trends - from materials and energy to the environment, resources and mobility.

· The second building block involves consolidating ThyssenKrupp expertise, connecting our experts and focusing their expertise. For this, the exchanges between ThyssenKrupp subsidiaries need to be further intensified. ThyssenKrupp have therefore launched the "Innovation and Technology Competency Network," in which managers and experts from the areas of research and development, innovation, and technology discuss cross-cutting topics.

· The third building block stands for what is commonly known as "Open Innovation": Growing ThyssenKrupp partnerships with universities, research institutes, and other companies.

· The fourth building block is about identifying better innovation management structures, processes and methods; here we support the Groupwide use of best practices.

· The fifth building block of the House of Innovation is about innovation culture and involves top management supporting innovations and providing creative space for ThyssenKrupp engineers and developers.

ThyssenKrupp Innovation Contest

Innovations are the engine of growth and competitiveness. They represent a strategic tool for business success.

The ideas of our employees are crucial to the success of ThyssenKrupp. The people who develop ideas and translate them into successful products and services are the most important asset. ThyssenKrupp launched the Innovation Contest in 2000 as an additional incentive to encourage such innovative achievements.

The broad acceptance and popularity of the Innovation Contest is reflected in the ever growing number of entries it has attracted over the years and their high quality.

With the great significance of the topics environmental and climate protection, the conservation of resources, energy efficiency, and the reduction of pollutants, a special innovation contest entitled "Energy and the Environment" is also held on a regular basis.



8. Transport Infrastructure Sector

This sector comprises establishments primarily engaged in transporting passengers and goods, warehousing and storing goods, and providing services to these establishments. The modes of transportation are road (trucking, transit and ground passenger), rail, water, air and pipeline. These are further subdivided according to the way in which businesses in each mode organize their establishments. National post office and courier establishments, which also transport goods, are included in this sector. Warehousing and storage establishments are subdivided according to the type of service and facility that is operated. Many of the establishments in this sector are structured as networks, with activities, workers, and physical facilities distributed over an extensive geographic area.

8.1 SNCF

The SNCF is one of Europe's largest public transport service companies with 33,000 km of tracks, of which more than 1,500 km are high-speed track for its TGV, Europe's first commercial fast-track train. The public company uses thermography for maintenance purposes to inspect its signaling installations and power stations.The French national railway company intensively uses thermography to keep its extensive power supply and signalization operations running. SNCF applies thermography for maintenance and uses a FLIR Systems ThermoVision A40-M to inspect overhead catenaries at a speed of 120 km/h, and is now also testing the potential of thermography to inspect its more than 20.000 km overhead wires with a FLIR Systems camera mounted on a test wagon.

What they do to be successful:

"What we do to succsed company with pur stretegy"

SNCF CONSULTING helps clients respond to challenges by defining their strategy and the ensuing transformations and by supporting them during strategy implementation.

SNCF emphasis is on anticipation (forward planning) and support during internal and external company growth, as well as on companies' economic and management performance.

* Development strategies: internal and external growth, strategic marketing

* Operating strategy: product and service innovation, logistics, client experience

* Bringing organisations, skills and management into alignment with strategy

* Steering and implementing transformations (organisation and change management)

Innovations

10 RULES FOR OPEN INNOVATION AT SNCF

SNCF open innovation initiative follows 10 rules that facilitate its interactions with start-ups and developers:

1. make timetables, in-station services, and on-time performance data available to the general public

2. eliminate legal, technical and financial obstacles

3. provide free on-line access to data in usable, easy-to-find formats

4. protect personal and/or sensitive data as required by law

5. create an open forum to gather all these sources of information in one place

6. take the lead in creating stakeholder communities--including researchers, developers, designers and individuals)

7. encourage creation of mobile apps using timetables, global positioning, track accessibility and other public data

8. help develop innovative services by creating new economic opportunities

9. set up an SNCF innovation ecosystem

10. create a win-win model for leading innovators.

8.2 TUI Travel

Was formed in 2007 by the merger of the distribution, tour operator, airline and destinations operations of the TUI Group and those of the former UK travel group First Choice Holidays PLC. TUI AG is the majority shareholder of the company, which is listed on the London Stock Exchange. TUI Travel is represented in 30 source markets worldwide and services over 30 million customers. The company is based in Crawley in the UK.

· One of the world's leading international leisure travel groups

· 30 million customers from over 30 source markets

· Over 220 brands

· Over 130 aircraft and circa 1,800 retail shops in Europe

· More than 54,000 employees

What they do to be successful:

· Embed sustainable development principles into core business practices throughout TUI Travel

· Use the collective influence of TUI Travel to drive sustainability within the leisure travel industry

· Understand and respect the needs of our stakeholders, including customers, colleagues, shareholders, suppliers, industry partners and local communities

· Comply with all relevant legislation, act in advance of it where possible and keep pace with best practice

· Deliver long-term strategic benefit and shareholder value by maximising the opportunities that sustainable development presents

Also they working to

· Prevent pollution wherever possible and continually improve our environmental performance, specifically by reducing our carbon emissions through work programmes with our aircraft, water transport, hotels, ground transport and office premises

· Optimise our holidays' environmental, economic and social impact by embedding sustainability into our supply chain and initiating activities that protect and restore the natural environment and enhance local livelihoods

· Provide information, training and support to colleagues, gaining their commitment to taking action on sustainable development issues

· Encourage our customers to choose more sustainable leisure travel options and to take action to reduce their negative impacts and maximise their positive impacts in destinations

· Responsibility for ensuring that each operating business complies with the Group's policy on sustainable development is with the Managing Director of each business.



9. Mining (incl. equipment)

The complex of branches of production engaged in the exploration for deposits of minerals and in the extraction from the earthand primary processing (concentration) of these minerals. The mining industry is divided into the following main groups: thefuel industry, includig petroleum, natural gas, coal, shale, and peat extractionthe ore mining industry, including theextraction of ores of iron, manganese, nonferrous metals (including noble metals and rare earths), and radioactive elements.

9.1 ArcelorMittal

ArcelorMittal is the world's leading steel and mining company. Guided by a philosophy to produce safe, sustainable steel, it is the leading supplier of quality steel products in all major markets including automotive, construction, household appliances and packaging. ArcelorMittal is present in more than 60 countries and has an industrial footprint in over 20 countries.

What they do to be successful

ArcelorMittal mining operations not only play a role in local economies, they also help build local skills and infrastructure. ArcelorMittal is committed throughout all phases of its mining projects to plan and conduct operations so that a balance is created between what is taken from the earth and what is given back to the communities where we have a presence.

Developing untapped mineral resources is an economic driver, particularly in developing countries. However, we realise that mining is an activity of depletion: every mineral resource is finite. With each mining project, our aim is to extract mineral resources as well as to create opportunities for the sustainable development of communities that depend on the mine for economic activity.

A commitment to sustainable social change is central to our business philosophy. ArcelorMittal work with communities in the regions where we operate to build local skills and infrastructure for long-term development.

Sustainability is one of ArcelorMittal's core values, and our commitment to the world around us extends beyond the bottom line. ArcelorMittal wants to ensure that its mining operations leave a positive lasting environmental, economic and social legacy.

A global company investing into an undeveloped area provides various sources of value to the local communities, extending beyond direct employment. For example, it also provides indirect employment in related activities and services, and also contributes to education, training and skills development, and small and medium enterprise development.

Developing local skills

It is part of our commitment to our communities to provide jobs and skills training for local people. Where ArcelorMittal is developing greenfield mine sites, such as on Baffin Island, in Nunavut, Canada, Baffinland iron ore mines (owned 50% by ArcelorMittal) is helping potential Inuit employees to understand the nature of the challenges they may face if they choose to work at the mines site. This is through Baffinlandss self-developed Work Ready Programme, offered in the local language of Inuktitut. As part of the Inuit Impact and Benefits Agreement negotiated with the Qikiqtani Inuit Association, Baffinland will look first to the five closest North Baffin communities when it hires new employees.

In Liberia, ArcelorMittal is an important provider of jobs. Along with our contractors, we employ nearly 3,000 employees in Liberia, 96% of whom are local. Because we are investing in the ongoing education and training of employees and contractors, we also have the opportunity to raise the skills leve of the local population. This had long-term benefits for the country and its citizens, as well as for ArcelorMittal.

Rebuilding a war-torn country

Through the greenfield project for iron ore extraction in Liberia, ArcelorMittal had the opportunity to carefully construct a sustainable business, in collaboration with the Liberian government, from the outset. Fourteen years of civil war have devastated the Liberian economy, creating a stagnant state of unemployment and low income. ArcelorMittal's Consolidated Mineral Development Agreement with Liberia includes agreements on education and training to ensure that Liberia's development is sustainable over time.

In addition, ArcelorMittal have carried out extensive environmental work in the wet-zone rainforests of the Nimba region, close to our mines. We are committed to preserving the natural environment around our operations by taking all possible measures to mitigate adverse effects of mining.

9.2 Bio-diversity

ArcelorMittal seek to protect local biodiversity in the environments where ArcelorMittal operate. Whenever we develop a new mine, we carry out detailed environmental impact assessments so as to establish an environmental management plan covering both the life of the mine and what happens to the land afterwards. At our Liberia iron ore mines, situated close to both mountain and lowland rainforests, ArcelorMittal is engaged in major environmental investments to offset the impact of the project. In Baffinland, where we plan to develop a greenfield iron ore project, ArcelorMittal have been carefully documenting the biotic and abiotic at Mary River.

Innovations

Through innovative thinking, we aim to improve our performance, increase sustainability and find solutions to global problems

Innovation permeates everything we do at ArcelorMittal: from the scientific expertise of our research and development (R&D) department to getting employees in other functions throughout the group to think about what they could do differently.

ArcelorMittal won the Best Process Innovation award in American Metal Market's (AMM) 2011 Awards for Steel Excellence. The award was for our S-in motion project, which showed how the weight of a vehicle could be reduced by using Advanced High Strength Steels (AHSS) and existing manufacturing processes, without compromising the strength or safety of the vehicle.

The innovation and construction development (ICD) team within our distribution solutions team works with clients to develop innovative solutions to construction challenges. When French architect Claude Vasconi required flooring with particular acoustic and aesthetic features for a sustainable high school in Toulouse, the ICD team and ArcelorMittal Construction worked with him to develop Cofradal 200, composite flooring that met the project's requirements.

ArcelorMittal's distribution solutions segment, through its construction business unit, has developed Protea, a groundbreaking low-cost, high-quality housing system for use initially in South Africa. The modular system can be assembled by four people in just four days and is fire and earthquake-resistant.

ArcelorMittal research centre in Asturias, Spain, has developed an overhead crane training simulator based on virtual reality techniques and 3D technology. The trainee works with 3D images using stereoscopic glasses to practise realistic work scenarios and ensure they are fully competent before working on site.

While innovation in the steel industry can often be technical, innovation at ArcelorMittal is not restricted to our technical departments.

When the global economic crisis forced us to cancel the biennial Automotive Symposium in Cannes in 2009, our US customer teams decided to stage a series of “innovation days” at our automotive customers' premises instead. As it turned out, the impact of the alternative solution beat the original approach.

In Brazil, a workplace-based anti-tobacco campaign provided access to doctors, psychologists, nutritionists and nurses, patches and chewing gum to help ArcelorMittal employees overcome their addiction to cigarettes. Levels of smoking dropped to 0.1% and absenteeism caused by smoking-related problems fell accordingly.

As well as helping to improve the quality of life of our employees through innovation, we use innovative ideas to attract and retain high-quality employees.

In 2011 ArcelorMittal University won one of five Excellence Awards from the European Foundation for Management Development (EFMD) for its core leadership and management skills training. The university offers our employees the chance to take control of their career development plans with a range of training courses online and at our campuses in Luxembourg, the Czech Republic and South Africa.

9.3 Pemex

Pemex is the largest company in Mexico. It operates through the whole chain of value of the industry, from exploration and production -upstream- to industrial transformation, logistics and marketing. What they do to be successful

1) Operational excellence

Improve current operational performance through efficient business processes and simple internal regulation.

2) Growth

Meet the growing demand of oil products, increase reserves and production of crude oil and natural gas and use research and technical development to develop competitive advantages.

3) MODERNIZATION OF MANAGEMET

Take advantage of the legal framework defined by the energy reform to increase autonomy, speed up the company's operation and implement a culture focused on results.

4) SOCIAL RESPONSIBILITY

Enhance image and relationships with counterparts; strengthen environmental protection and social responsibility as key operational elements.



9.4 BHP Billiton

BHP Billiton is an Anglo-Australian multinational mining, metals and petroleum company headquartered in Melbourne,Australia. It is the world's largest mining company measured by 2013 revenues.

What they do to be success

BHP Billiton is oriented to own and operate large, long-life, low-cost, expandable, upstream assets diversified by commodity, geography and market. BHP Billiton strategy has remained unchanged for over a decade and has enabled them to deliver superior margins throughout economic and commodity cycles for many years.

BHP Billiton diversified, low cost, tier one asset base enhances the resilience of our cash flow by reducing our exposure to any one commodity or currency and provides for more predictable and robust financial performance. It allows them to invest in and grow our business throughout economic cycles thereby delivering superior long-term value to our shareholders.

BHP Billiton is founded on diversification - by commodity, geography and market. To succeed, BHP Billiton need a workforce that reflects our values and the communities in which we operate. BHP Billiton aim to recruit from our host communities, to attract high calibre people who are committed to the success of our organisation and thrive on working in high performing teams. BHP Billiton is committed to developing the skills and capability of our people and believe this, underpinned by our tier one resource base, is what differentiates us from our competitors.

BHP Billiton is focused on developing and growing our diversified portfolio of tier one assets to continue to meet the changing needs of our customers. BHP Billiton products are the raw materials fuelling not just today's growth, but growth that will occur a century from now. BHP Billiton have a world-class portfolio of growth options that will ensure BHP Billiton is able to plan for the short and long term and continue to create value for our shareholders.

Innovations

BHP Billiton today said improved access to diverse sources of energy in developing nations would be critical to support continued economic growth.

Speaking at the CERAWeek conference in Houston today, BHP Billiton CEO Andrew Mackenzie said sustainable energy security for the planet and its people was achievable.

“A fifth of the world's population still lack access to modern energy. However, as economic growth transforms developing nations over the next 20 years, 1.7 billion people will gain access to electricity for the first time. More broadly, global energy demand will increase by over 30 per cent, driven largely by China and India, with the fastest growth in Africa.”

Mr Mackenzie said renewables would provide a growing source of energy but genuine reliance on them would depend on the development of large-scale and cost-effective energy storage. Fossil fuels would remain central to the energy mix given their affordability and the scale of existing infrastructure.

“As we look to 2030 we anticipate over 70 per cent of the world's energy will still be supplied by oil, gas and coal. Gas is expected to see the strongest growth through wider use in power and transportation,” he said.

“But the shale gas revolution is unlikely to go global quickly. And despite what many claim, we are unlikely to see gas replace coal globally at the scale and pace seen here in the US. Costs and security of supply mean most places will favour the use of local resources to meet their energy requirements.”

He added that open market policies would improve energy security and help developing nations transition into vibrant consumer economies.

“By diversifying the supply of resources and making technology more widely available, open markets will also help countries reduce their emissions and adapt to climate change over the long term.”

“We must address energy poverty and climate change together. Any attempt to solve one without the other is destined to fail."

He said the resources industry had a responsibility to reduce its own emissions, contribute constructively to public policy debates and would play an important role in contributing technical and geological expertise to help inform solutions such as the development of large-scale carbon storage.

“Efficiency should be the priority for all of us, industry and consumer alike. It is by far the largest and lowest-cost driver of CO2 reduction over the next two decades,” he added.

Mr Mackenzie reiterated global growth was reliant on energy and all energy sources would be important.

“With innovation, good governance and open markets, we can supply the resources the world needs, deliver returns to our owners, address energy poverty and improve the world's ability to solve complex global issues like climate change,” he said.

Automative

The automotive industry is a wide range of companies and organizations involved in the design, development, manufacturing, marketing, and selling of motor vehicles.[1] It is one of the world's most important economic sectors by revenue. The automotive industry does not include industries dedicated to the maintenance of automobiles following delivery to the end-user, such as automobile repair shops and motor fuel filling stations.

9.5 Volkswagen Group

Volkswagen Group and its subsidiaries, is a German multinational automotive manufacturing company headquartered in Wolfsburg, Lower Saxony, Germany. It designs, manufactures and distributes passenger and commercial vehicles, motorcycles, engines, and turbomachinery and offers related services including financing, leasing and fleet management.

What they do to be successful

· Volkswagen intends to deploy intelligent innovations and technologies to become a world leader in customer satisfaction and quality. We see high customer satisfaction as one of the key requirements for the Company's long-term success.

· The goal is to generate unit sales of more than 10 million vehicles a year; in particular, Volkswagen intends to capture an above-average share of growth in the major growth markets.

· Volkswagen's aim is a long-term return on sales before tax of at least 8% so as to ensure that the Group's solid financial position and ability to act are guaranteed even in difficult market periods.

· Volkswagen aims to be the most attractive employer in the automotive industry by 2018. To build the best vehicles, we need the best team in the sector; highly qualified, fit and, above all, motivated.

Volkswagen is focusing in particular on the environmentally friendly orientation and profitability of our vehicle projects so that the Volkswagen Group has the right products for success even in more challenging economic conditions. At the same time, this will mean that capital expenditure remains at manageable levels. Volkswagen attractive and environmentally friendly range of vehicles, which we are selectively expanding, and the strong position enjoyed by our individual brands in the markets worldwide, are key factors allowing us to leverage the Group's strengths and to systematically increase our competitive advantages.

Volkswagen activities are primarily oriented on setting new ecological standards in the areas of vehicles, drivetrains and lightweight construction. Its modular toolkit system, which we are enhancing on an ongoing basis, allows them to constantly improve production efficiency and flexibility, thus increasing the Group's profitability.

In addition, Volkswagen want to continually expand the Volkswagen Group's customer base by further increasing satisfaction among our existing customers and acquiring new, satisfied customers around the world, particularly in the growth markets. In order to ensure this, we are increasingly adapting our products to meet local requirements and focusing on the specific features of individual markets. Volkswagen shall continue the measures Volkswagen is currently taking to improve our productivity and quality regardless of the economic situation and without any time limit. These include our regional development teams and Volkswagen cooperation with local suppliers, among other things. Other key elements include standardizing processes in both the direct and indirect areas of the Group and reducing production throughput times. Together with disciplined cost and investment management, these measures play a major role in ensuring that we reach our long-term profitability targets and safeguard solid long-term liquidity.

Innovations

Shaping the future is a fascinating challenge for industry and society.

Volkswagen automotive future is formed by social conditions and trends. It is Volkswagen task to anticipate the future needs of our customers and to convert these needs into innovative technologies.

The technological challenges of the future can only be mastered by intensive research and networked cooperation both inside and outside the company. It's mission is to continue meeting our customers' wishes for individual and affordable mobility through sustainable technologies. We work together with our partners to achieve this goal.

Group Research has its headquarters in Wolfsburg and researches for all Group brands. International trendscouting and technology scouting form part of our strategic orientation and we also operate from research bases in the US, Japanese and Chinese markets.



9.6 BMW Group

Bayerische Motoren Werke AG commonly known as BMW or BMW AG, is a German automobile, motorcycle and engine manufacturing company founded in 1916.

What they do to be successful

The world continues to change at a rapid pace. In many countries, individual mobility remains a focus of political regulation and national industrial policy. The shift in society requires new mobility solutions. Volatility has long become a constant in our everyday business. Markets and consumers alike remain uneasy in these periods of economic uncertainty.

To meet these challenges BMW formulated our Strategy Number ONE, which aligns the BMW Group with two targets: to be profitable and to enhance long-term value in times of change. And this applies to technological, structural as well as cultural aspects of our company. Since 2007, BMW have been implementing various initiatives in keeping with the strategy's four pillars: Growth, Shaping the Future, Profitability and Access to Technologies and Customers.

Its activities will remain firmly focused on the premium segments of the international automobile markets. Their mission statement up to the year 2020 is clearly defined: the BMW Group is the world's leading provider of premium products and premium services for individual mobility.

Innovations

The ability to innovate will continue to be an essential factor of the BMW Group's success in worldwide competition. It is thus vital for the BMW Group to have its finger on the pulse of all markets, in order to recognize trends early and respond to these rapidly with the appropriate solutions.

BMW Group specialists are driven by their boundless curiosity and the constant quest to create the perfect automobile. This curiosity and desire for absolute perfection spur on engineers in diverse areas to search for creative solutions. An important prerequisite for this search is a system which enables direct and open communication, as does the BMW Group's Innovation network. Worldwide teamwork is the underlying principle in daily work at BMW.

The BMW Group's agile network, which includes its innovation and production networks, is distinguished by unconventional, flexible thought and action.

9.7 CIE Automotive

CIE Automotive is an industrial group specialised in supplying components and subassemblies for the automotive market. It is listed on the Madrid and Bilbao stock markets, and it has presence in 4 continents and 15 countries.

What they do to be successful

At CIE Automotive they are aware that human resources are the foundations to build our strategy and the key to the business success of our Group.

· Dynamic, innovative and oriented to change and continuous improvement.

· Diverse, where people from all academic backgrounds and experience can find their place - from new graduates to the most experienced.

· Made up of people passionate about learning, creating and innovating, always striving to find a better way of doing things. This is why our people are our main asset. People who lead the change realizing their life and professional goals. As a result, we promote Professional Development in our organization with personalized career development plans at all levels.

· Committed to Continuous Training, adapted to our development programs.

· Innovations



Sources of information

1.http://mobile.studme.org/107207136898/ekonomika/struktura_promyshlennosti_sovremennoy_mirovoy_ekonomike

2. http://www.perspektivy.info/book/globalnaja_gornodobyvajushhaja_promyshlennost_2012-10-11.htm

3. http://www.unido.org/en/resources/publications/cross-cutting-issues/world-manufacturing-production-reports.html

4. http://www.kpmg.com/global/en/industry/Pages/default.aspx

5. http://www.perspektivy.info/rus/gos/globalnaja_obrabatyvajushhaja_promyshlennost_2013-06-11.htm

6.http://www.aiac.ca/uploadedFiles/Resources_and_Publications/Reference_Documents/AIAC%20Phase%203%20Report_FINAL.pdf

7.http://www.perspektivy.info/book/avtomobilnaja_promyshlennost_perspektivy_razvitija_posle_krizisa_2010-10-01.htm

8. http://www.m-economy.ru/art.php?nArtId=1607

9. http://www.km.ru/referats/8B61D92DB8AC435396682D697E0B2613-

10. http://www.statista.com/markets/

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