Gestamp eyes opportunities created by the pandemic

The global footprint of Spanish metal parts supplier Gestamp makes it very well placed to understand the effects the coronavirus pandemic is having on the auto industry. Gestamp’s first-quarter profit declined but it still maintained a 9.6 percent EBITDA margin. Despite disastrous second-quarter vehicle sales in Europe and the U.S. because of the pandemic, Gestamp Chairman Francisco Riberas says he will fight hard to remain profitable in 2020. He also told Automotive News Europe Correspondent Nick Gibbs how the crisis might even help Gestamp grow.

in Automotive News Europe, by Nick Gibbs, 16-06-2020


How many of your plants are running again?

A lot of them are open, including most of our operations in Europe and in the U.S. This month we started all our facilities in India. In late May Brazil came back online. The number of closed plants is very limited, but it’s also true that the level of activity in these plants varies greatly.

What capacity are you working at in Europe?

Our operations in Europe are running at 40 percent to 50 percent. It’s a bit more in Eastern Europe, including Poland and the Czech Republic, and a bit less in other areas, for instance, in the UK, where the comeback is a slightly delayed.

What about China?

All our plants in China are running quite well, especially our plants in the north. It’s still early, but the information from late May is that we have been able to outperform our initial budget in terms of sales from our China plants.

What does this mean for revenue projections?

It is difficult to predict because things are moving quite fast. The most important concern now is whether demand from car buyers will really come back. In China it seems that it has, but we still need to know what is going to happen elsewhere. In Europe, the month of April was a complete disaster in terms of sales. We are waiting to see how governments will support demand, which is going to be important. In the U.S. demand from end customers was also very low in April, but not as bad as in Europe. The most difficult thing to forecast is the reaction of the people, which is linked to the reaction of the global economy.

Will Gestamp make a profit in 2020?

There is going to be a huge fight to maintain a good EBITDA [earnings before interest, taxes, depreciation and amortization]. Last year our EBITDA was more than 1 billion euros. But this year will be first time in many years that we our sales have decreased. It will be very difficult to generate EBITDA that is sound enough to generate profits, but we are fighting to do this.

Gestamp had a good first quarter but, given your exposure to Europe, are you expecting a difficult Q2?

Yes, I think most of suppliers based in Europe or in U.S. are going to be much more impacted in Q2 than they were in the first quarter. April was difficult. May improved a little, but not that much. We will see what happens in June.

You quote IHS Markit predications in your Q1 report that the global total industry volume [TIV] will be down 23 percent this year. Do you still believe that?

Our assumption will change a lot from one quarter to the next. We still forecast a very severe global impact in the second quarter. We continue to expect that in the second half of the year we will see a decrease of 10 percent to 15 percent, so, not as much as expected.

Are automakers telling you they will delay or cancel new model programs?

This crisis is not the same as the one in 2008-09, when most of our customers adapted or froze a lot of their new model programs. Unlike the last crisis our customers don’t see a structural problem. In terms of new products and new vehicles, we haven’t had any big announcements by our customers saying they intend to stop a program. There are some delays, ranging from one month to six months, but they are not very radical. However, we are convinced that these kind of changes will happen.

Why are you convinced automakers will cancel programs?

The most important reason is demand. If they feel there will be a prolonged impact from the pandemic, they will probably need to address overcapacity. I would not be surprised if we start to see plans similar to the ones that have been recently announced by Renault, Nissan and Mitsubishi. So far, we haven’t seen too many plant closures, but that is something that could happen. I think there is overcapacity in this sector now because even in 2018-19 we saw sales decline when we were expecting growth. Therefore, even before COVID-19 there was some overcapacity in the market.

What does it mean for EV demand?

The COVID-19 crisis will convince even more automakers and governments to continue to push EVs [scrapping programs in France and Germany are providing up to 13,000 euros toward the purchase of an EV]. Most of our customers will not cancel their EV programs, instead they will probably delay programs linked to autonomous vehicles and connectivity because they will need to save some money. We are very well positioned to take advantage of the growth of the EVs because we have the ability to reduce vehicle weight by using hot-formed steel and similar technologies.

How are steel prices reacting?

Even before the crisis started there was a slight decrease in steel prices, at least for the auto industry. We started 2020 with prices that were lower than in 2019, and last year they were lower than in 2018. In 2021 demand will be linked the recovery of the economy. And while we don’t know what automotive demand will be like next year, I currently don’t see many reasons why steel prices will move a lot next year.

How is supply for you at the moment?

We are doing well in terms of supply. We need to produce quite close to where our customers are, and we don’t buy many parts from areas such as China. Overall, I see very limited impact. I think most of the problems are because of demand rather than supply.

You talked in your Q1 release about the need for a drastic cost-flexibility measures. What did you mean?

could see lower volumes not only this year but for years to come. Therefore, most of the companies working in this sector will need to address their fixed expenses. That’s absolutely clear. In some cases, this could include restructuring.

Automakers were already preserving cash ahead of the pandemic. What fundamental changes will they be forced to make that they weren’t already doing?

Cash is going to be important for them. They cannot stop investing in crucial vehicles, so they will probably reduce investments in non-crucial programs. They will also try to attack their fixed expenses, which means they may increase outsourcing to preserve cash.

Does this mean the crisis could present an opportunity for Gestamp if they outsource more metal stamping?

It’s too early to say. We currently only see the problems caused by the pandemic, but there will always be opportunities. As happened in previous crises, there will be some consolidation of the industry. There will be some suppliers that are more impacted. In the coming months, we will probably see suppliers facing a financial situation that is not very comfortable.

Gestamp was able to grow in the aftermath of the financial crisis of 2008-09, right?

Yes. In 2010 we bought the first company [the hinge and control systems unit of Edscha], and one year later we bought Thyssen Krupp’s metal forming division. We reacted quickly and as a result we incorporated different kind of activities into the group. We need to see what is going to happen after this crisis.

Are you in a financial position to do something similar now?

Our financial situation in terms of liquidity is OK. We have been able to really improve our position, but we need to determine whether this will allow us to undertake further consolidation. It’s very important to really understand whether we are going to have three, four or five years with volumes that are below what we had in 2017. Even in 2008-09 there were countries such as China and India that did very well. This time every country has been impacted; therefore, we don’t see these the same kinds of opportunities.

Do you do get an early warning on plant closures such as Nissan’s decision to shutter its factory in Barcelona?

Our customers tend to be quite quiet about this, but with some common sense you can figure out what could happen. Nissan had a very aggressive growth strategy for roughly a decade, but in the last two years they realized that just growing would not be good. The Nissan plant in Barcelona was not as competitive [as alliance partner Renault’s factories in the country] because volumes were very low for the last three years. In addition, some Renault factories in France are not the most competitive. Therefore, most decisions to scale down a footprint are common sense.

Will the politics that come with shutting a plant in Europe impact these common-sense decisions?

The managers of these big companies need to make the decisions they think are best for their companies in the long run. That being said, the social and political environment in Europe will make things very difficult. We will see governments try to save companies that they might have been attacking three or four years ago due to environmental reasons. It’s going to be nice to see some equilibrium develop between keeping industry going, preserving jobs and pushing for the greener vehicles.

North American was the only region where Gestamp increased revenue in Q1. Why?

We have made some investments in the last two years and focused on some specific programs, for example, with Daimler in Tuscaloosa [Alabama], in South Carolina for BMW and also Fiat Chrysler Automobiles around our hot-stamping technology. The programs were running well until the COVID-19 crisis started. We are absolutely convinced that the activity will come back, which would mean that our sales in North America could be more than 20 percent of our global sales in the next few years. It’s a very good diversification for us that reduces our exposure to Europe.

 


MEET THE BOSS

  • NAME: Francisco Riberas
  • TITLE: Gestamp Chairman
  • AGE: 56
  • MAIN CHALLENGE: Minimizing losses while managing the expected drop in global vehicle demand.

 

“In terms of new products and new vehicles, we haven’t had any big announcements by our customers saying they intend to stop a program,” Gestamp Chairman Francisco Riberas said.
picture: Rober Solsona

Continental Mabor trava “para já” cortes nos salários

A produtora alemã de pneus, que emprega 2.300 pessoas em Famalicão, onde mantém suspensa a laboração aos sábados e domingos, está mais otimista na retoma, tendo recuado na intenção de reduzir fortemente os salários dos 675 trabalhadores afetos aos turnos de fim de semana.

in Negócios, por Rui Neves, 16-06-2020


A Continental Mabor decidiu não avançar com a reorganização dos turnos de fim de semana, a qual, de acordo com a comissão de trabalhadores da empresa, determinaria uma redução em 38,5% nos salários dos 675 trabalhadores afetos à laboração da fábrica aos sábados e domingos, que se mantém suspensa.

Fica tudo na mesma? “Para já, sim”, respondeu ao Negócios fonte oficial da Continental Mabor, garantindo que chegou a acordo com a comissão de trabalhadores, uma semana depois de cerca de 150 dos 2.300 funcionários da empresa terem promovido uma concentração à porta da instalações da fábrica, em Lousado, Famalicão, contra a proposta da administração da empresa.

“Estavam a decorrer reuniões com a Comissão de Trabalhadores sobre a reorganização da equipa que trabalhava ao fim de semana”, sendo que estas negociações “tinham por base a falta de encomendas que na semana passada apontavam perspetivas muito difíceis para a retoma no nosso setor de atuação (automóvel) e por isso indicavam ser necessário reorganizar estas equipas”, começou por explicar a mesma fonte da administração da Continental Mabor.

“As reuniões sucederam-se e estiveram em cima da mesa para estudo e análise alguns cenários”, contou, revelando que, esta segunda-feira, 15 de junho, “foi estabelecido um compromisso entre a Comissão de Trabalhadores e a administração”.

Um acordo que, no fundo, passa pela suspensão da intenção inicial da administração, face às melhores perspetivas de retoma das encomendas, o que poderá levar, em breve, à retoma da laboração ao fim de semana.

“É o que todos esperamos. Mas previsões, hoje em dia, são muito difíceis”, ressalvou a mesma fonte da empresa que, ainda no passado dia 8, tinha afirmado ao Negócios que “não se trabalha ao sábado nem ao domingo, pois não temos encomendas que chegue para este turno trabalhar como estava”.

Esta fábrica esteve fechada mais de três semanas, entre 22 de março e 13 de abril, tendo reaberto a 14 de abril.

Um regresso ao trabalho bastante condicionado pela evolução da covid-19, pelo que a Continental Mabor decidiu implementar a laboração em regime de rotação de equipas, tendo dividido o pessoal afeto à área de produção por três turnos diários (de segunda a sexta-feira), com a primeira equipa a trabalhar 15 dias, enquanto a outra está em casa.

Além da Continental Mabor, o grupo alemão detém outras empresas em Portugal, como a Continental Pneus, a Continental Indústria Têxtil do Ave, a Continental Lemmerz, a Continental Teves, a Continental Advanced Antenna, a Continental Engineering Services e a unidade de Palmela – que vai encerrar até ao final do próximo ano -, constituindo um grupo que, no nosso país, fatura mais de 1,2 mil milhões de euros e emprega cerca de 3.400 pessoas.

 

Bosch sees factories’ future in connectivity

Industry 4.0-related sales grow 25 percent

in Bosch, 16-06-2020


  • Intelligent production: connected solutions ensure manufacturing transparency and flexibility as well as reliable operation.
  • Measurable benefit: Industry 4.0 increases productivity at individual sites by up to 25 percent.
  • Strong demand: Bosch increases its sales from Industry 4.0 solutions from some 600 million euros in 2018 to over 750 million euros in 2019.
  • Rolf Najork: “Connectivity is essential for any company that wants to stay competitive. Industry 4.0 offers enormous potential.”

Crises reveal weaknesses. The coronavirus pandemic has highlighted the value of connected manufacturing and logistics. The internet of things (IoT) helps manufacturing companies react more flexibly than before to disruptions, since the utilization and condition of each individual machine can be tracked in real time, and there is transparency along the supply chain. “Especially in exceptional times such as the current crisis, connectivity makes companies less vulnerable and helps them keep an even keel,” says Rolf Najork, the member of the Bosch board of management responsible for industrial technology. For example, where the risk of infection makes physical proximity a challenge, shift handovers can be handled digitally. Digitalization enables remote monitoring and maintenance of systems and machines, with no need for a technician on site. Intelligent software can track goods and deliveries, and ensure replenishment, from any location. All this is possible thanks to Industry 4.0. Connected solutions will help make manufacturing and logistics simpler, more efficient, more flexible – and also more robust. Bosch is an IoT pioneer. The company began adding connectivity to manufacturing and logistics in 2012 – both in its own plants and in those of its customers. And this is paying off: In 2019, Bosch generated sales of more than 750 million euros with connected solutions for manufacturing and logistics – an increase of 25 percent over the previous year.

Industry 4.0 boosts factory productivity

In the factory of the future, the only things that are static and fixed are the floors, walls, and ceilings. The factory of the future constantly reinvents itself as needed. It is guided by a vision of a manufacturing set-up that can produce thousands of different products and variants, down to a batch size of one, without the need for expensive retrofitting. This is why Bosch is committed to connectivity. Projects in this area drive progress and deliver measurable benefit. With the help of Industry 4.0, it is possible to increase productivity at individual locations by up to 25 percent. “Connectivity is essential for any company that wants to stay competitive. Industry 4.0 is a historic opportunity, offering enormous potential,” Najork says. “We are not only improving factory productivity, but also enabling companies to respond quickly and appropriately to changes.” To take the example of Bosch, the transition of the automotive industry means pressure on costs for its powertrain division, as well as pressure to adapt. For precisely this reason, the division will be investing some 500 million euros in comprehensively digitalizing and adding connectivity to its manufacturing operations over the next few years. The expected saving will be twice as high: roughly 1 billion euros by 2025. And the use of artificial intelligence is expected to add even more of a boost. The focus here is on AI-based solutions for predictive maintenance of machinery, for quality assurance, and for improving production processes. For example, AI is used in highly complex wafer fabs – such as the Bosch plant in Reutlingen – for detailed production scheduling, saving time and costs as it guides the wafers through more than 500 processing steps. This alone means a 5 percent faster wafer throughput, with an investment payback time of just three months.

“Connectivity is essential for any company that wants to stay competitive. Industry 4.0 is a historic opportunity, offering enormous potential.”

Rolf Najork, member of the Bosch board of management

From individual projects to large-scale implementation

In Germany, six out of ten industrial companies with more than 100 employees already use Industry 4.0 applications, according to a recent study by the industry association Bitkom. In many cases, however, the applications are only piecemeal. The VDMA, the association of German machinery and equipment manufacturers, estimates that 80 percent of the country’s existing machinery has yet to be digitalized. “There’s still a lot more we can do in manufacturing, and many points we can tweak and adjust. Our task now is to make Industry 4.0 the norm in all parts of the manufacturing sector,” Najork says. For companies, the biggest obstacle to implementing Industry 4.0 is the large sums of capital this requires (Bitkom, 2020). In fact, machinery can also be retrofitted with communications technology and sensor systems. Doing so opens the door to the industrial internet of things. The Bosch Rexroth plant in Erbach, Germany, shows how even minor investments in large-scale machine lines can pay off: It spent a total of 25,000 euros on equipping these lines with sensors and light barriers, and now saves some 200,000 euros a year.

Balancing economic and ecological factors through connected solutions

As a leading IoT company, Bosch has all the core competencies required to shape Industry 4.0. Its portfolio includes software packages for maintenance, monitoring, and logistics, robotics systems for manufacturing and transport, retrofit solutions for existing machinery, and assistance systems for machine operators. Now Bosch is debuting a software-based, 5G-capable control technology that is open to third-party applications. ctrlX Automation marks an end to isolated solutions in factories. Featuring more than 30 data protocols, the new Bosch Rexroth automation platform will be the control center of the factory of the future. With its improved Nexeed Industrial Application System, Bosch Connected Industry offers more than simply an “app store” for manufacturing and logistics. The various software applications can be ordered, used, and combined with one another as needed. All machine data is available in a clear and standardized format, thus ensuring greater transparency and efficiency in the factory. A prime example of how to harmonize economic and ecological considerations is the Bosch Energy Platform. Once a machine has been connected to it, its power consumption can be tracked, analyzed, and controlled. The result is factories that are more economical, require less energy, and emit less CO2. Connectivity will play a major role in making manufacturing climate neutral.

 

Bosch recharging services: key to more than 150,000 charge spots throughout Europe

  • From Andalusia to the Arctic Circle: access to one of the biggest pan-European recharging networks
  • All-inclusive package: more than 150,000 charge spots in a single app
  • Recharging network constantly growing: 200,000 charge spots by the end of 2020
  • Location-related services offer more than simply battery recharging

in Bosch, 15-06-2020


Fuss-free recharging. In a nutshell, there is nothing drivers of electric cars want more. They want to quickly find a vacant charge spot, access it without the hassle of authorization and passwords, pay for the electricity without fuss, and make good use of the time it takes to recharge. In reality, the picture is a different one: drivers of electric cars have an average of six recharging apps on their smartphones, and have to juggle as many as five recharging access cards (sources: UScale, NewMotion). On top of that, the prices at charge spots can vary widely, and users are exasperated by opaque car-electricity prices and a slew of different payment methods. Bosch has set itself the goal of putting an end to this recharging muddle. The company is developing recharging services that now give drivers access to one of the biggest pan-European recharging networks. At the time of writing, they can use their smartphones to find more than 150,000 charge spots in 16 European countries. It takes just a few clicks to register, recharge, and pay – including cost transparency. “With our recharging services, we are developing a universal key to one of the biggest pan-European recharging networks. In doing so, we are making electromobility even more viable,” says Elmar Pritsch, the president of the Connected Mobility Solutions division of Robert Bosch GmbH. Bosch is offering its recharging solutions to private and business customers. And with location-related services, drivers can make better use of the time it takes to recharge.

“With our recharging services, we are developing a universal key to one of the biggest pan-European recharging networks. In doing so, we are making electromobility even more viable.”

Elmar Pritsch, the president of the Connected Mobility Solutions division of Robert Bosch GmbH

Finding charge spots by app

A closely knit network of charge spots is regarded as a crucial factor in the decision to buy an electric car. The energy association BDEW puts the number of public and semi-public charge spots across Germany at 27,730 (figure at the end of March 2020). Respectable though this figure may be, the recharging access cards of the nearly 200 providers and operators frequently only work at certain charge spots. Added to this, there is a mishmash of terms and conditions, plug types, and charge-spot ratings. Bosch’s Europe-wide recharging network currently counts more than 150,000 charge spots, which drivers can access from one central app platform. The company has built the network by concluding contracts with operators and using methods such as roaming to connect the charge spots. As a result, more than 27,500 charge spots in Germany are now part of the network. For the drivers of electric cars, this means that they can use the proprietary Bosch app “Charge My EV” or affiliated providers such as “Clever Laden” to find vacant charge spots round the clock – whether in the neighborhood or when traveling. Moreover, the Bosch recharging network is constantly growing: by the end of 2020, it is expected to include some 200,000 charge spots across Europe.

Less hassle when recharging

In May, there were 288 car-electricity tariffs in Germany alone (source: EuPD Research, May 2020). For drivers, the end result of these almost endless options is a tariff tangle – all the more so now that many providers are switching from flat-rate charges to billing by the kilowatt-hour. Bosch takes the chore of comparing these tariffs off drivers’ hands, and gives them a clear breakdown of what they will have to pay at individual charge spots, and what terms and conditions apply. Unpleasant surprises when the final cost is revealed should now be a thing of the past. The company also wants to put an end to the plethora of recharging access cards. Nearly one in two (45 percent) of all electric-car drivers use two to four different cards to access charge spots, and 15 percent of them use at least five cards (source: NewMotion). To use the Bosch recharging services, by contrast, a single sign-on in the smartphone app is all that is needed. This means that it is at last possible for drivers to recharge wherever and whenever they want, without the inconvenience of first having to register at a previously unused charge spot. “Recharging has to be simple and smooth for everyone. Bosch’s smart recharging services are crucial for the widespread acceptance of electromobility,” Pritsch says. The Bosch solution also makes payment simpler: the app pays using the credit card details uploaded to it, and provides users with a monthly statement of recharging costs.

“Recharging has to be simple and smooth for everyone. Bosch’s smart recharging services are crucial for the widespread acceptance of electromobility,”

Pritsch says.

Recharging with a difference

“In the future, recharging will be more than just filling up with electricity. The key for us here is a new personalization of the entire recharging process,” Pritsch says. In the shape of convenience charging, the company is developing an integrated navigation and recharging solution in which infotainment and the electrical powertrain go hand in hand. This will allow automakers and electric fleet operators to stand out from the competition by offering a new user experience as a relief from the drudgery of recharging. Convenience charging keeps drivers and electric vehicles constantly up to date on remaining range and where they can recharge their battery. If the originally planned charge spot is occupied, a new recharging stop is automatically rescheduled and the navigation system reprogrammed. Moreover, recommended routes and charge spots are adapted to drivers’ personal preferences. This can include the option to recharge especially quickly or economically, for example. Drivers can also instruct the system to look for charge spots close to restaurants or with free wi-fi. Convenience charging will allow drivers to make better use of recharging time. They can have purchases delivered directly to the charge spot, for example, and redeem coupons and vouchers in adjacent restaurants and shopping malls. One further plus point is that the navigation and recharging solution will never stop getting better, thanks to machine learning. As a result, recommendations and personalized services will improve with each recharging stop, and recharging will stop being just a chore.

Simple recharging – also for fleets and companies

The Bosch solutions for recharging electric cars frequently also work in the background of the charge-spot finders provided by automakers, fleet operators, and mobility service providers. They use a white-label solution to integrate the recharging network into apps of their own, or directly into their vehicles’ infotainment systems. The information contained in the network can be supplemented by a company’s own on-premise charge spots, where staff or customers can recharge their vehicles. Here Bosch takes care of incorporating the charge spots, partner management, and billing, and makes the necessary IT infrastructure available.

 

Dois terços das empresas que diversificaram produtos e serviços vão manter decisão

Utilização dos canais digitais para a comercialização de produtos e serviços aumentou e representa um quarto do negócio, para quem desenvolveu esta solução.

in CIP, 15-06-2020


Cerca de dois terços das empresas (65%) que diversificaram produtos e serviços, em resposta à pandemia de covid-19, vão manter as alterações feitas no futuro, conclui o inquérito promovido pela CIP – Confederação Empresarial de Portugal e pelo Marketing FutureCast Lab do ISCTE, hoje divulgado. Resultados disponíveis aqui.

O inquérito indica que 19% das empresas diversificaram a sua oferta, especialmente no sector da indústria, e fizeram-no, em 87% dos casos, sem recurso ao financiamento público.

Isto aconteceu mesmo quando 62% das empresas inquiridas ter referido não ter experiência prévia com este tipo de organização do trabalho.

Quando nos encontramos na última fase de reabertura das atividades económicas, 63% das empresas inquiridas estão a utilizar os canais digitais para vendas e três em cada quatro referem que vão manter esta decisão.

“A situação de exceção obrigou as empresas a encontrarem soluções para a sua atividade e estes três meses mostram a capacidade de iniciativa dos empresários”, afirmou o vice-presidente da CIP Óscar Gaspar, na conferência de imprensa de apresentação dos resultados.

“Houve um acréscimo de cerca de 20% no número de empresas a vender pelos canais digitais e esta via passou a representar quase um quarto do negócio, o que é relevante, porque também corresponde a uma das prioridades assumidas pela Comissão Europeia para a recuperação económica”, acrescentou.

Os dados do inquérito desenvolvido pela CIP, através das associações que a integram, mostram o aumento do número de empresas que já retomaram a atividade (96%), total ou parcialmente. Indicam, também, que há mais empresas que já receberam financiamento ao abrigo das medidas de apoio, mas mais de metade (53%) ainda esperam que o dinheiro chegue.

Este é o sexto inquérito do Projeto Sinais Vitais, uma iniciativa inédita desenvolvida em conjunto pela CIP e pelo Marketing FutureCast Lab do ISCTE – Instituto Universitário de Lisboa, que tem como objetivo recolher e divulgar, de forma regular, informação credível e atualizada sobre o que pensam os empresários e gestores de topo das empresas portuguesas, no quadro da atual situação de exceção.

 

Consulte aqui os resultados do inquérito

 

Trim NW tem novos tipos de TNT e aumenta produção

Habituada a produzir Tecido-Não-Tecido (TNT) quase em exclusivo para o setor automóvel, a Trim NW descobriu na confecção de equipamentos de protecção individual um novo mercado. Dois meses depois, começa a sentir sinais de retoma no seu negócio tradicional, mas continua focada no mercado da saúde. Acaba de receber a certificação do CITEVE para mais dois produtos de TNT e está a ultimar uma nova linha de produção que vai permitir aumentar a sua capacidade de fabrico para os 750 000 m2 por semana.

in Jornal T, por António Moreira Gonçalves, 15-06-2020


É o relato de uma adaptação que foi semeada cedo e que já dá frutos. Se em março, a Trim NW viu muitos dos seus clientes na indústria automóvel a reduzirem ou suspenderem atividade, neste momento Rui Lopes, CEO da empresa, acredita até numa “ligeira subida” na faturação anual, que em 2019 atingiu os 3,6 milhões.

Para isso, a empresa está a alargar a sua oferta na área do TNT, matéria-prima utilizada na confecção de batas, fatos, cogulas e outros equipamentos de proteção hospitalar. Na semana passada certificou mais dois modelos junto do CITEVE. “São produtos para a mesma função, a confecção de EPI, mas com características ligeiramente diferentes. São mais leves, mais práticos e vão ter um preço mais concorrencial. O nosso primeiro produto tinha um peso mais alto do que tradicionalmente é utilizado nesta indústria”, explica o responsável pela empresa de Santarém.

Para além da variedade e da especialização – “esta era uma área nova para nós”, lembra Rui Lopes – a Trim NW está também a aumentar a sua capacidade produtiva, que com a abertura de uma nova linha vai atingir os 750 mil metros quadrados por semana. “São máquinas que já tínhamos, que estávamos a preparar para outra área de negócio, mas que fizemos pequenos ajustes para esta área. Já fizemos testes e estamos neste momento nos últimos ajustes para estar operacional”, adianta o empresário.

Uma produção que é dirigida quase na totalidade para a indústria portuguesa, com muitas confecções nacionais a terem redirecionado as suas máquinas para o vestuário hospitalar. No entanto, a Trim NW – que em 2019 exportou 99% de toda a sua produção – tem também já alguns contactos de fábricas em Espanha, Itália e Inglaterra a inquirirem por estes novos modelos de TNT.

Sinais que, conjugados com o regresso da indústria automóvel, permitem à empresa olhar para 2020 ainda com algum otimismo. “O negócio automóvel está já a arrancar, mas ainda numa fase muito inicial, a desenvolver-se muito lentamente. Os nossos clientes já arrancaram, mas ainda com pedidos muito pequenos, porque têm stock. Até Agosto não prevemos que a situação se altere significativamente, mas a partir de Setembro temos esperança num regresso à normalidade”, adianta Rui Lopes.

 

La automoción respalda el plan de apoyo del Gobierno

Las asociaciones de fabricantes de vehículos y componentes, ANFAC y SERNAUTO, y las de distribución y comercialización de vehículos, FACONAUTO y GANVAM, saludan positivamente el plan de impulso de la cadena de valor de la industria de la automoción, un plan muy necesario para reactivar a este sector, de los más afectados por la crisis del coronavirus. Este plan, según las asociaciones, reconoce la importancia del sector de la automoción como tractor de la economía y hace frente, primero, a los impactos negativos de la crisis, pero con una visión estratégica a medio plazo, sentando las bases de la transición hacia la movilidad del futuro, tal y como ha explicado el presidente del Gobierno, Pedro Sánchez, en la presentación en la Moncloa.

in ANFAC, FACONAUTO, GANVAM, SERNAUTO, 15-06-2020


Las asociaciones celebran la “unidad” entre el Gobierno y el sector, como ha resaltado también el presidente del Gobierno. Remarcan el compromiso mutuo entre el país y las empresas de la automoción para impulsar la competitividad de la industria y el sector, lo que permitirá dar un mensaje positivo a los inversores internacionales, y seguir atrayendo inversiones, proyectos y adjudicaciones para avanzar en nuestros compromisos de descarbonización y digitalización. El plan se fija y actúa en toda la cadena de valor para apoyar una transición hacia la movilidad sostenible que haga más competitiva y fuerte al sector en España.

Por otro lado, las asociaciones apuntan a que es necesario seguir trabajando en conjunto a partir de aquí para materializar las acciones cuanto antes. La rapidez será clave para reactivar cuanto antes el mercado, recuperar el ritmo de producción y reducir los impactos de la crisis, para que la recuperación sea rápida y no se penalice a la economía.

José Vicente de los Mozos, presidente de ANFAC, resaltó que este plan de apoyo a la cadena de valor “recoge buena parte de las necesidades que tiene la industria a corto plazo, para superar esta crisis como es la renovación del parque o el impulso a la movilidad eléctrica pero también acoge el compromiso y estrategia que, como fabricantes, reflejamos en nuestro Plan AUTO 2020-40, presentado al Gobierno el pasado 2 de marzo, y que plantea una estrategia clara de cara a la transformación de la industria hacia la movilidad del futuro, con los compromisos de descarbonización y digitalización muy presentes. La clave está ahora en la rapidez de la aplicación de las medidas, que este plan se implemente de manera sencilla y rápida para garantizar su eficacia. Las marcas de automoción en España, a las que represento en ANFAC, son claves para la recuperación de la economía y necesitamos la activación rápida del mercado para recuperar el empleo y dinamizar de nuevo fábricas y ventas”.

La presidenta de SERNAUTO, María Helena Antolin, agradeció al Gobierno el plan, de manera especial, al Ministerio de Industria, a la Secretaria de Estado de Energía y a la Oficina Económica de Presidencia del Gobierno, y puso en valor el trabajo de unidad y coordinación con el resto de las asociaciones y los sindicatos. Para los proveedores de automoción, que invertimos más del 4% de nuestra facturación en I+D+i, es prioritario incentivar fiscalmente la innovación en procesos, una medida que será una palanca muy efectiva para el sector para avanzar con pie firme y decidido en la transición tecnológica y ecológica, a través del desarrollo de nuevos procesos y permitiría atraer más modelos a España y a los proveedores seguir siendo competitivos. Agradecemos el compromiso del Gobierno con medidas para impulsar la FP y la formación continua y trabajar desde ya juntos en los procesos necesarios para la cualificación y formación en nuevas tecnologías y en los nuevos conceptos de movilidad. Es clave reforzar las competencias formativas de nuestros profesionales para impulsar la competitividad y el empleo”.

“Este plan va a dar muy buenas noticias. Va a hacer que las redes de concesionarios recuperen todo el empleo, a todos los profesionales que ahora están en ERTE. Es ordenado, justo y refuerza nuestro compromiso con el medioambiente, sin dejar de lado ninguna tecnología. De esta manera, los concesionarios estaremos en disposición de mantener los 161.500 puestos de trabajo que generamos, para lo que también comprometemos nuestras inversiones productivas y en formación para los próximos años en toda la geografía nacional. El mercado de automoción español tiene que ser robusto en unos años que serán clave, con el horizonte de la digitalización y la descarbonización del parque. Este plan es un gran punto de partida, pero debemos ser ambiciosos y seguir trabajando conjuntamente para aprovechar las oportunidades que traerá para el empleo y la actividad económica esta nueva realidad”, ha dicho Gerardo Pérez, presidente de Faconauto. 

Según el presidente de Ganvam, Raúl Palacios, “este plan de impulso supone reconocer al sector automoción como una prioridad y permitirá mantenerlo vivo después del shock que ha supuesto el coronavirus gracias a una estrategia de reactivación ambiciosa a corto plazo. Estamos hablando de la mayor dotación económica unitaria que se le concede a un programa de renovación desde 2012 y respetando el principio de neutralidad tecnológica que tanto hemos defendido, incluyendo el seminuevo y con ayudas adicionales para que las rentas más bajas también puedan acceder a un vehículo eficiente. Ahora bien, es importante que tal y como se ha dicho se activen desde ya para que el mercado pueda recuperar el pulso cuanto antes y generar un efecto positivo en cadena sobre la economía y el empleo. Por otro lado, es muy importante seguir trabajando en la articulación de las medidas a medio plazo para poder orientar el sector hacia el futuro. Para ello, es esencial, como recoge el plan, poner el foco en el capital humano y la inversión en innovación. Si queremos que España sea un hub de automoción a nivel internacional que atraiga a los inversores, los recursos para innovación deben ir orientados a transformar tanto los modelos de fabricación como los modelos operativos y por la misma razón, debemos ser capaces de formar profesionales cualificados que den respuesta a las exigencias del contexto digital. Solo así seremos un referente”.

 

Borgstena Textile Portugal obtém certificação para máscaras cirúrgicas descartáveis CE – tipo IIR

A Borgstena Textile Portugal obtém certificação para máscaras cirúrgicas descartáveis CE – tipo IIR, certificado nº 020040602 emitido no dia 9 de junho pelo EUROLAB, o organismo que declara a conformidade (EN 14683) das máscaras que podem ser distribuídas no mercado nacional e europeu tanto para uso particular como profissional.

in Borgstena Textile Portugal, 14-06-2020


Uma certificação que se junta à anterior aprovação de máscaras reutilizáveis – Nível 2 e máscaras de uso profissional – Nível 2, pelo Citeve, conforme comunicado anterior.

A Borgstena fica assim capaz de fornecer este tipo de máscaras para o mercado nacional e europeu, cumprindo todos os requisitos necessários para a produção das mesmas, sendo mesmo uma das poucas empresas nacionais com este certificado, tornando-se uma alternativa às importadas da Ásia.

Parte da sua estratégia de produção de máscaras está concluída, faltando neste momento apenas a certificação das máscaras FFP, que se acredita conseguir em breve.

Desta forma, em julho, a empresa prevê já ter uma capacidade mensal instalada de 12.000.000 unidades de máscaras cirúrgicas, 3.000.000 unidades de máscaras FFP, 200.000 unidades de máscaras reutilizáveis, dando assim cumprimento aos seus objetivos, garantindo que consegue retirar de lay-off quase metade dos seus mais de 600 colaboradores.

A produção de máscaras de proteção resulta da preocupação da Borgstena Textile Portugal em manter postos de trabalho e combater a lenta retoma que se prevê para o sector automóvel.

http://www.borgstena.com/masks/

 

http://www.borgstena.com/

 

 

A KLC Technical Plastics integra o grupo de empresas aderentes ao programa Operation Clean Sweep

A KLC Technical Plastics integra o grupo de empresas aderentes ao programa Operation Clean Sweep

in KLC Technical Plastics, 12-06-2020


A Operation Clean Sweep® (OCS) é uma iniciativa mundial da indústria dos plásticos para  evitar a emissão de partículas para o meio-ambiente, que se podem produzir de forma involuntária em qualquer das etapas da cadeia de valor dos plásticos:

  • produção,
  • manipulação,
  • transporte,
  • transformação e
  • reciclagem.

 

http://www.opcleansweep.eu/

 

https://www.klc.pt/index.html