Mais de metade das empresas que adotou o teletrabalho equaciona mantê-lo

Resultados do inquérito promovido pela CIP mostra que mais de 60% das empresas que pediram financiamento no âmbito das linhas de apoio covid-19 ainda não o recebeu, o que é motivo de preocupação.

in CIP, 01-06-2020


 

Conheça aqui os resultados do inquérito.

Mais de metade das empresas (52%) que adotou o teletrabalho, no quadro das medidas de prevenção e combate à covid-19, equaciona manter esta solução de forma permanente, conclui o inquérito promovido pela CIP – Confederação Empresarial de Portugal e pelo Marketing FutureCast Lab do ISCTE, hoje divulgado.

O inquérito indica que 92% das empresas que podiam recorrer ao teletrabalho o fez, embora a maioria o tenha feito de forma parcial. Isto aconteceu mesmo quando 62% das empresas inquiridas ter referido não ter experiência prévia com este tipo de organização do trabalho.

“Os resultados verificados são positivos, com mais de metade dos inquiridos a dizer que a produtividade se manteve ou aumentou com a adoção do teletrabalho”, apontou o vice-presidente da CIP Rafael Campos Pereira, na conferência de imprensa de apresentação dos resultados.

“As empresas sentem-se, no geral, mais confortáveis com o regresso ao regime normal de teletrabalho, previsto no código, mas notamos a adesão verificada a esta solução e, também, o grau de prontidão evidenciado pelas empresas, quer em termos tecnológicos, para fazer face aos constrangimentos, quer em termos de garantia de cibersegurança”, acrescentou.

Os dados do inquérito desenvolvido pela CIP, através das associações que a integram, continuam a evidenciar uma avaliação negativa dos empresários e gestores relativamente aos apoios do Estado, com quatro em cada cinco empresas a considerarem que estão aquém do necessário. Também é negativa a avaliação feita dos apoios da União Europeia, com mais de metade dos inquiridos a considerarem-nos inadequados.

Este é o quinto 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.

Os resultados do próximo inquérito serão apresentados a 15 de junho, segunda-feira.

 

Conheça aqui os resultados do inquérito TELETRABALHO

 

 

 

Opel to add PSA model to Ruesselsheim production: Handelsblatt

German automaker Opel is planning to start manufacturing a compact car for French parent PSA at its main Ruesselsheim plant from mid-2021 onwards, German business daily Handelsblatt reported, citing company sources.

in Reuters, 01-06-2020


The car will be based on PSA’s EMP2 vehicle platform, the paper reported, saying the move could be officially announced in the coming days.

Production at Ruesselsheim, where Opel is manufacturing the Insignia model, is currently halted due to the coronavirus pandemic. The next generation of Opel’s Astra model will also be made there.

Asked about the report, an Opel spokesman said in a written response: “We will shortly give detailed information on investments at the Ruesselsheim site and a new vehicle allocation. This is aimed at focusing on vehicle production with a higher volume.”

 

The logo of a German car manufacturer Opel is seen at a branch in Herisau, Switzerland October 16, 2018. REUTERS/Arnd Wiegmann

 

 

How the pandemic will speed up some trends, stall others

The coronavirus outbreak has the potential to reshape the auto industry in ways that go far beyond the short-term effects on sales and production.

in Automotive News Europe, by Peter Sigal, 02-06-2020


As automakers groan under the load of fixed costs with little or no revenue, investments in future trends such as self-driving cars have been trimmed or refocused.

Online sales, once seen as a niche that would never replace the dealership experience, may be getting a second wind. Projects and capital expenditures that aren’t contributing to the immediate bottom line have been delayed.

On the factory floor, employees are adapting to safety procedures more often seen in a laboratory, and white-collar workers have learned how to work from home productively.

On a broader level, some of the industry’s deepest-held beliefs about globalization and supply chains are being put under pressure by the pandemic. Consolidations and collaborations are taking on a new urgency, and the shift toward electrification might accelerate further.

“COVID-19 is hitting the industry just as we’re seeing a transition from the old traditional value tools and profit pools into completely new ones,” said McKinsey senior partner Andreas Tschiesner, who leads the consulting company’s automotive practice in Europe. As such, he said, the pandemic will act as both an accelerator and a stress test for existing trends and future business models.

Hard numbers

14% — Reduction in planned vehicle production starts this year
54% — Estimated global capacity utilization rate in 2021, down from 62%
75% — Potential car buyers who say hygiene is an important consideration
12.5% — Loss in productivity per shift because of increased hygiene measures at plants
20% to 25% — Predicted decline in 2020 global vehicle sales to 70 million

Prospects for a recovery are uncertain. Many countries and automakers will put in place incentives, in the form of scrapping programs or “green car” bonuses financed by governments or cash-back and attractive financing on the dealership level. But much depends on consumer confidence and on health issues such as a “second wave” of coronavirus infections, and whether a vaccine or antibody test can be developed.

IHS Markit expects that it will take until 2024 or 2025 for global sales to return to pre-pandemic levels. Even then, volumes will remain around 10 million vehicles below IHS’s previous forecast track, which showed production reaching nearly 104 million vehicles in 2027.

“Clearly the slump is very bad. It’s much worse than we saw in the global recession [of 2008-09],” Colin Couchman, executive director of global sales forecasting at IHS, said in mid-May. “We’re in uncharted territory in many ways.”

To deal with this uncertainty, IHS and other analysts have been gaming out situations. In IHS’s best case — robust incentives, no “second wave” virus and a return of consumer confidence — the industry recovers by 2022. In the worst case, recovery is pushed beyond 2025. Tschiesner of McKinsey expects a recovery around 2023.

New agility

But as much as the crisis has staggered the auto industry, it is also inspiring a new agility, analysts and automakers say. A case in point is online sales, which have been promoted for years with little traction in part because of resistance from dealerships seeking to protect their margins. With potential car buyers unable to kick tires or go for test drives, automakers rushed to set up or enhance online platforms, create virtual walk-arounds and offered the option of home or “contactless” deliveries.

“There is every reason to believe that click-and-collect and home delivery will be the dominant methods of trading as we emerge from lockdown, and that showrooms will become more like fulfillment centers where vehicles are processed,” James Tew, the CEO of iVendi, a UK company that provides software for online vehicle sales, said in an article on the company’s website in late May.

Tschiesner said that a faster transition to digitizing the “customer journey” will pay dividends for automakers, starting with the supply chain.

“The future is going toward online,” he said. “Automakers want a direct touch point with consumers, because what we also see in the future is that the business model will change toward recurring revenues, software updates and monetization of data offerings, like Tesla is doing.”

They can also use data from online model configurators, even if they don’t result in direct sales, to better plan their model lineups and fine-tune supply chains, saving money in the process, he noted.

Another potential positive is that recent surveys show people are wary of using mass transit, which could boost the sales of both new and used cars among urban dwellers or young people, for instance. It could also give a boost to automakers’ slow-starting subscription models or long-term rental programs. “The personally owned car may gain in significance with social distancing,” said Mario Franjicevic, an expert in future mobility at IHS.

Early post-lockdown studies in China show that private cars, walking and bicycling have gained while bus and subway ridership has fallen, McKinsey said in a report.

A survey by Capgemini found that 45 percent of people under age 35 -– a group that has seen falling rates of car ownership — were considering a car purchase this year, compared with 45 percent of all people. And 75 percent of all potential buyers said that hygiene was an important consideration this year.

EVs poised to gain

Many of those buyers will be considering zero- and low-emissions vehicles, which were already getting a push this year from tougher EU emission standards that took effect on Jan. 1.

There is some concern that hard-hit consumers will avoid expensive EVs, but government incentives meant to revive pandemic-stalled demand, such as France’s offer of up to 12,000 euros ($13,200) for a battery-powered car, will offset some of those costs. The incentives effectively create price parity between electrified cars and those with gasoline or diesel powertrains.

“EV adoption is probably going to keep rising and not even dip, which is quite remarkable,” said Colin McKerracher, head of advanced transport at BloombergNEF, a research service. “We think EV sales will probably hold up better than combustion vehicles and rebound faster,” he added.

Bad news for AVs

Autonomous vehicles, meanwhile, may suffer a double hit from the pandemic. Automakers were already dialing back expectations for AVs before COVID-19 struck because the complexity of self-driving cars makes them too expensive for private ownership. Therefore, the focus has shifted toward fitting the technology in robotaxis and other shared mobility options. The need to conserve liquidity to cover fixed costs is making it hard to justify those investments, automakers and analysts say.

“We believe that there is potential that investments are cut because of difficult economic situations, which could delay mass adoption” of self-driving vehicles, Franjicevic said.

Now, for hygiene reasons, potential riders may be reluctant to get into a robotaxi that has been used by numerous people earlier in the day,

“Also, more significantly, the AV purpose will shift to moving goods from moving people,” he said, as online shopping grows.

A number of auto companies have said publicly that they are putting autonomous vehicle investments on hold, with profits from the technology years away.

“If you delay autonomous investments for Level 4 and Level 5 capability by six months, you have not lost the market, since this market will only emerge in 10 years,” Continental Chief Financial Officer Wolfgang Schaefer said at the supplier’s first-quarter results conference.

Companies such as Waymo have said they are losing months of autonomous testing because of social-distancing rules that prohibit the usual two safety drivers.

Ford has delayed the introduction of a commercial self-driving service by a year. “Given the challenges of the current business environment, as well as the need to evaluate the long-term impact of COVID-19 on customer behaviors, Ford made the decision to shift the launch of its self-driving services to 2022,” the automaker said in a statement.

But others said they are staying the course, including Volvo. “We have clearly stated we will keep the priorities that we have set [in areas such as electrification and autonomous driving] and in some cases we are even accelerating,” Chief Technology Officer Henrik Green told Automotive News Europe in May.

‘Do we really need that?’

The enormous outflow of capital during the crisis — a recent Bloomberg article estimated that the auto industry had gained access to $155 billion in loans and other sources of liquidity — is also accelerating trends toward consolidation, collaboration and cooperation, analysts said.

For suppliers, that means deciding what to do with legacy or commodity products such as internal combustion and transmission components, and even some body-in-white modules. “We call it the ‘last man standing’ strategy,” Tschiesner said. “On combustion-related technologies, the only way to be successful is to drive down the cost curve, and that has to do with scale.”

For automakers, that means looking at their model offerings. “Every automaker will be looking at the portfolio and saying, ‘Do we really need that many variants, powertrains, vehicle forms, transmission forms to serve the global market’?” Tschiesner said. “I think we’ll see a drastic reduction on the portfolio side.”

Justin Cox, an analyst at LMC Automotive, said: “Even before coronavirus, automakers were reviewing their ranges and products. This has focused the mind on what sort of projects should proceed, especially risky ones.”

A few existing projects, such as Lincoln’s work on an electric pickup in the U.S., have been killed, but most have so far suffered only delays, Cox and other analysts said.

IHS predicts that out of 458 global starts of production expected in 2020, 393 will take place, a 14 percent decline.

The issue of what to do with overcapacity, already a problem for automakers, is also expected to worsen. LMC Automotive estimates that capacity utilization in 2021 will be just 54 percent, around 8 percentage points less than originally forecast.

So far, there have not been any factory closing announcements tied to the coronavirus crisis, with automakers and suppliers just taking the first tentative steps toward reopening — with a new way of working to prevent infection.

Working apart, or from home

Production lines are being modified to keep workers apart, with plastic shields, curtains and full protective equipment. In some cases, procedures are being modified to maintain distancing. Equipment and tools are being disinfected regularly, and thoroughly cleaned between shifts.

Those procedures could mean about a 12.5 percent loss in productivity per shift, analysts say, a point that may not be important for now, with demand remaining depressed. “’Full capacity’ is likely to be significantly changed,” said Mark Fulthorpe of IHS, who added that an hour per shift would be dedicated to maintenance and hygiene.

At the same time, “work from home” for white-collar workers is increasingly being seen as a long-term solution rather than a temporary remedy. PSA Group, which had been pushing many workers to telecommute before the crisis, said it would make the option available to 80,000 of its 200,000 employees worldwide. Yann Vincent, the group’s director of human resources, portrays it as a quality of life issue that will allow workers a greater choice of places to live.

Mercedes-Benz workers at its U.S. headquarters will work from home until the end of this year – and possibly longer, U.S. CEO Nicholas Sparks told Automotive News Europe sister publication Automotive News in May. “We are able to function effectively and it gives people an opportunity” for better work-life balance, he said, describing the policy as a “trial” without a firm expiration.

Tschiesner said he was surprised at how well the auto industry took to telecommuting, and said it would have benefits in the future. “The digital way of working has gone smoothly,” he said, adding that it has meant shorter, more productive meetings and faster decision-making.

“I hope some of the top managers are saying, ‘Let’s keep some of the good things from the crisis in terms of being faster.’ The automotive industry in the past was relatively slow in analytical things, such as decision-making, because of lots of pre-discussion. I think now we’re seeing a completely different management style.”

Because the pandemic is not over, automakers, suppliers and analysts are hesitant to make predictions. All agree, however, that there are opportunities and lessons to be learned as the industry struggles to navigate shifts in powertrains, profit centers, ownership and connectivity.

“The level of structural change at this point is tremendous,” Tschiesner said. “In a way, the coronavirus crisis could be a catalyst event, that this transition is managed faster and even more focused.”

 

Reuters | A worker in protective gear at Renault’s factory in Flins, France.

 

A MEWA tem a sustentabilidade no ADN

Os panos da MEWA: Estrelas da sustentabilidade

in MEWA, 02-06-2020


A MEWA, prestadora de serviços têxteis, vive e promove a sustentabilidade há mais de 100 anos. Os panos de limpeza MEWA para fábricas e oficinas são, neste sentido, verdadeiras estrelas: limpos, mas discretos, poderosos, mas sustentáveis, pequenos, mas muito eficientes. Os panos são extremamente duradouros e podem ser reutilizados até 50 vezes. Hoje, já são 2,7 milhões de pessoas em todo o mundo que os usam diariamente no seu trabalho.

A MEWA promove globalização ecológica

Investigação & Desenvolvimento na área da sustentabilidade já há muito tempo é Mainstream. Hoje todos os setores estão empenhados em aumentar a proteção do ambiente e em poupar recursos. O fabricante automóvel Ford Motor Company, por exemplo, reaproveita resíduos da McDonald’s: usa as cascas dos grãos de café para novos componentes automóveis como carcaças de farol. A empresa alemã MEWA também dá o seu contributo. “A sustentabilidade e a responsabilidade empresarial são os pilares da nossa estratégia de negócios. Estão no nosso ADN há mais de 100 anos. Por isso é uma consequência natural termos sido a primeira empresa do nosso setor a receber em 1997 a certificação ISO 14001. A MEWA é membro da associação europeia de serviços têxteis – European Textile Services Association (ETSA) – e promove, nesta organização, uma concretização ecológica da globalização. A poupança de recursos e a redução do impacto ambiental para um mínimo absoluto são a nossa prioridade“, informa Maricel Huguet, diretora da MEWA Portugal e Espanha.

O pano de limpeza – a nossa estrela da sustentabilidade

Os panos de limpeza da MEWA são lavados, de forma ecológica, e reutilizados até 50 vezes. Assim são uma alternativa verde a toalhitas de papel e trapos que acabam no lixo após uma única utilização. Pelo contrário, os panos da MEWA são sustentáveis a partir do primeiro momento, já que são fabricados pela MEWA com fios reciclados. No pano MEWATEX representam 50 por cento do volume total. Para além disso, a MEWA assegura que os tubos de papelão dos fios da bobina são reutilizáveis. Esta é uma jogada inteligente que economiza outras 21 toneladas de desperdício por ano.

Quer óleo usado, quer cotão – a MEWA recicla resíduos de produção

Sabia que a fábrica de tecelagem da MEWA em Immenhausen na Alemanha produz mais de 100 milhões de panos de limpeza? Esta produção gera grandes volumes de cotão. Em vez de irem para o lixo, recebem um novo futuro: são transformados em material de isolamento para a indústria automóvel. A quantidade é impressionante: A MEWA recicla 72 toneladas de cotão por ano. Também os óleos usados e filtrados na lavagem dos panos são reutilizados: A MEWA processa grande parte dos óleos reciclados sob rigorosas condições ambientais e aproveita-os para o aquecimento das linhas de lavagem e secagem. Desta forma são transformados anualmente milhões de litros de resíduos em energia.

Como o sistema de reutilização da MEWA funciona

Os panos de limpeza da MEWA estão exclusivamente disponíveis no âmbito do sistema prático de aluguer. Isto significa que a MEWA assume também os serviços da recolha, lavagem e devolução dos panos, assim como a substituição dos panos gastos por novos. As empresas que contratarem a MEWA podem contar com um sistema integrado de serviço completo que garante que têm sempre à mão a quantidade certa de panos limpos. Assim, produzem muito menos desperdício e protegem recursos preciosos. Os panos usados são guardados e transportados no sustentável contentor de segurança MEWA SaCon. O sistema de panos de limpeza da MEWA funciona bem não só a nível ecológico, mas também económico. O aluguer é acessível em comparação aos custos com materiais de uso único e permite ainda um cálculo exato no orçamento.

 

Os contentores de segurança MEWA SaCon asseguram o transporte eficiente e o armazenamento seguro dos panos de limpeza (Foto: MEWA)

Borgstena Textile Portugal reorganiza-se para a produção massiva de máscaras e salva mais de 225 postos de trabalho

A empresa de Nelas, que teve em 2019 um valor de exportações superior a 85 milhões de euros, é o maior empregador do concelho, e um dos maiores do Distrito de Viseu teve, com o impacto do Covid-19, no mês de abril e maio uma quebra acima de 60% das suas vendas, em comparação com o período homólogo.

in Borgstena Textile Nelas, 02-06-2020


Prevendo uma retoma lenta do setor automóvel, numa tentativa de evitar reduzir postos de trabalho, e ao mesmo tempo dar resposta à atual necessidade de produtos de proteção individual, a empresa iniciou em abril um estudo para produção de máscaras e posterior compra de equipamento produtivo, no valor de 3,6 Milhões de Euros.

O novo investimento em Nelas prevê a produção de Não Tecido Meltblown, a principal matéria prima na produção de máscaras, máscaras cirúrgicas e FFP, injeção das cápsulas para as máscaras FFP e também a extensão da sua área produtiva em 2800 m/2.

A empresa já tem aprovadas máscaras reutilizáveis – Nível 2, através do certificado 7339/2020 do Citeve, e máscaras de uso profissional – Nível 2, através do certificado 8500/2020 do Citeve.

Além destas aprovações, a empresa também está em processo de certificar máscaras cirúrgicas CE – tipo IIR. 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 e ter alocado mais de 225 pessoas a esta nova área de produção.

É reconhecida a importância social que a empresa tem na região, com os mais de 600 colaboradores e um dos seus objetivos principais é evitar a redução destes postos de trabalho.

Este projeto é uma medida que vai ao encontro da atual necessidade de mercado e ao mesmo tempo coloca a trabalhar mais de 225 colaboradores, que em situação normal estariam em lay-off.

Interactive map: Production impact of COVID-19 on the European auto industry

This interactive map shows the impact of the coronavirus / COVID-19 crisis on the production of motor vehicles for each of the 27 EU member states plus the UK.

in ACEA, 01-06-2020


Production impact, by country

Status on: 01/06/2020

  • EU-wide production losses due to factory shutdowns amount to at least 2,446,344 motor vehicles so far.
    • This figure includes passenger cars, trucks, vans, buses and coaches.
  • The average shutdown duration is 30 working days at the moment.
  • Production losses are obviously set to increase if shutdowns are extended or additional plants are brought to a halt.

 

 

    • These are estimates based on data currently available.

    Disclaimer

    • This is by far the most comprehensive EU-wide overview currently available, combining all known information and available sources.
      • The data is aggregated by ACEA and updated on a weekly basis using multiple sources, including IHS Markit, MarkLines, national automobile manufacturers’ associations and (public) announcements by manufacturers.
    • Nevertheless, it is important to stress that ACEA fully acknowledges that this overview is non-exhaustive, it merely serves as a tool to show the EU-wide impact of the crisis.