New Chief Executive Officer at Porsche Asia Pacific

Hannes Ruoff – New Chief Executive Officer at Porsche Asia Pacific

Stuttgart. Personnel change in Southeast Asia: Hannes Ruoff has been appointed as the new Chief Executive Officer (CEO) of Singapore-based Porsche Asia Pacific Pte Ltd, effective 1 October 2022. Ruoff comes to the role from Porsche AG and was most recently Area Manager Asia Pacific and Australia in the Overseas and Emerging Markets sales region. He succeeds Arthur Willmann at the regional office, who has held the position since 2018 and will assume a new role within Porsche sales.

New Chief Executive Officer at Porsche Asia Pacific

New Chief Executive Officer at Porsche Asia Pacific

“We see many dynamic markets with growth and innovation potential in Southeast Asia, in which we want to become more involved as we recently underscored with the opening of a local assembly facility in Malaysia,” says Detlev von Platen, Member of the Executive Board for Sales and Marketing at Porsche AG. “I’m delighted that we were able to bring in Hannes Ruoff, a true expert on the region, as CEO. He will press ahead with successful projects that are already under way, further expand our brand presence in Asia Pacific and bring fresh impetus to the role.”

Ruoff started his career at Porsche Asia Pacific in 2009, as Training Manager for Sales and Marketing. He then took on the position of Regional Sales Manager. In 2015 he moved to the headquarters of Porsche AG and became Regional Marketing Manager. Ruoff has been Area Manager for Asia Pacific and Australia since 2020.

Porsche Asia Pacific Pte Ltd, based in Singapore, was founded in 2001 and is a subsidiary and regional office of Porsche AG. It currently serves importers in 13 markets, including Malaysia, New Zealand, Singapore, Thailand and Vietnam. Recently, the sports car manufacturer has steadily expanded its involvement in the region under the leadership of Arthur Willmann. In addition to the construction of the first cross-border high-performance charging network in collaboration with Shell, a local assembly facility was set up in Malaysia. Since March 2022, it has been used for the production of Cayenne models tailored specifically to the Malaysian market.

Stephan Tahy to remain Duravit CEO for five more years

The Supervisory Board of Duravit AG has prematurely extended CEO Stephan Tahy’s contract with effect from 1 July, 2022

  • Tahy will continue to help Duravit realize its potential in future
  • Changes will be shaped collectively as a team
  • Record turnover of €604 million last year
  • Becoming a climate-neutral business as a corporate objective

Hornberg, 1 July, 2022: At its meeting on June 28, the Supervisory Board of Duravit AG prematurely and unanimously extended the contract of CEO Stephan Tahy for five more years until 2027. This is not only due to the success of the last financial year, but also because they are convinced that Stephan Tahy and his Executive Board colleagues, Thomas Stammel and Martin Winkle, working with the team as a whole, have been able to build on the successes of the past and will continue to realize Duravit’s full potential in future.

In July 2020, Tahy became CEO of a family business that employs a global workforce of about 7,000 and operates in over 130 countries. His contract was due to run until 2023. “I’m delighted about the early contract extension and the show of trust in me,” said Stephan Tahy. “Only by working together can we achieve our ambitious goals. That’s why we want to take advantage of the fair winds and shape the necessary changes together.” The CEO intends to blaze bold trails in future in collaboration with his Executive Board colleagues and the workforce.

Duravit on a growth trajectory and a climate mission

With Stephan Tahy at the helm as CEO, Duravit managed to generate record turnover of €604 million in the last financial year, a year-on-year increase of some 28 percent. “Despite the difficult circumstances on the global economy, we’re closing in on the billion mark,” he explained.

Duravit remains on track for success: In the first quarter the company generated total turnover of 172.1 million euros(2021: €140 million euros). Growth, including the one-off effect of the Bernstein consolidation, stood at 22.9 percent.

Additionally, Duravit has embarked on a comprehensive climate mission: by 2045 the company from Hornberg in the Black Forest wants to be an entirely climate-neutral business at global level without relying on offsetting or trading CO2 emissions. “None of this would be possible without the team effort of our employees who recreate this success every day afresh despite challenging and changing prevailing conditions. These are the best prerequisites for implementing our corporate vision of ‘We upgrade people’s everyday life’ for all of our stakeholders Board”, says Tahy.

The CEO intends to blaze bold trails in future in collaboration with his Executive Board colleagues and the workforce. (Image source: Duravit AG)

About Duravit AG

Founded in 1817 in Hornberg in the Black Forest, Duravit AG is today a leading international manufacturer of designer bathrooms. Aspiring to the highest of standards, the complete bathroom supplier designs and manufactures sanitary ceramics, bathroom furniture, bathtubs and shower trays, wellness systems, shower-toilets, faucets, and accessories as well as installation systems. Alongside its in-house design expertise, Duravit also works closely on product development with an international network of designers such as Cecilie Manz, Philippe Starck, Christian Werner, Sebastian Herkner, and Bertrand Lejoly as well as talented newcomers. Duravit’s ambition is to make its stakeholders’ lives a little better each day through a combination of forward-looking designs, uncompromising product excellence, a keen sense of human requirements, and responsible corporate management. A key measure in achieving these aims is the overriding mission to become a climate-neutral business by 2045 with no exceptions

Jaume-Reventos-CEO-Ita

Jaume Raventós Monk

General Director Korean Spain
CEO of Ita Mental Health

Ita Mental Health Jaume Raventós Monjo General Director Korean Spain CEO of Ita Mental Health – Korian Spain.- Vice President of the Board of Directors of the Digital Health Association.
“A person who runs a company in the position of CEO has a very important responsibility, work on the prevention and treatment of health, to give people and the planet a better quality of life.”
“We have a unique, proprietary and comprehensive model that works with all pathologies. Our treatment focuses on the person and their environment, with the family being a key player in the recovery process.


We have a multidisciplinary and specialized team (psychologists, psychiatrists, doctors, nutritionists, neuropsychologists, social educators and occupational therapists) with the aim of obtaining a high degree of satisfaction and trust from patients, family members and prescribers. We have the largest network of Mental Health centers in Spain with Hospitalization, Day Hospital and Outpatient Centers specialized in the different Mental Health disorders

• What does ITA Salud Mental contribute to today’s society?

We provide experience in the treatment of mental health illnesses through our professionals, and in the most appropriate spaces for the needs of each patient at all times. We also work through our Foundation in the field of prevention and promotion of healthy habits in mental health.
We firmly believe that our contribution should be aimed at both prevention and treatment.

• What mental health problems currently exist? Have any of them increased as a result of the pandemic?

The most prevalent continue to be anxiety and depression. Some disorders have appeared in the child and adolescent population that years ago were not in our centers, such as addictions to technology, or cases of problems related to bullying.
The pandemic has significantly increased mental health problems. Some publications speak of a 200% increase in child-juvenile emergencies, and the impact in adults, in emergencies is greater than 60%, it has also been published that with respect to depression, 3 times more cases have been found and in anxiety 4 times. more than the incidence figures of the World Health Organization.

• What can Ita offer as a differentiator from other types of centres?

ITA has a specialized treatment focused on each mental health problem, we specifically treat each disorder with highly specialized professionals and centers.In addition, we continuously improve our treatments with the contributions of our professionals and with technology, through the innovation policy with which we work at ITA

• What has the merger and acquisition of Ita by the Korian France group contributed to?

We have become part of the first European company in the care of the elderly and in mental health, with a network of centers distributed in 8 countries and with more than 65,000 professionals. This allows us to advance our knowledge, sharing experiences with other professionals from other countries, and improve faster.

It also allows us to grow continuously and rapidly.

• What does the ecosystem around Ita Mental Health contribute? (universities, technology partners…)

It allows us to advance in the improvement of our treatments from all perspectives and areas of knowledge. The collaboration between all the elements of the ecosystem allows us to address different areas such as training, innovation, or research, in a coordinated way, increasing our quality and adding value to the sector.

• What is your opinion of new entrepreneurs or Startups that work for the benefit of health?
Right now there are many, many startups in the health sector. I think we are experiencing a real boom, due in part to the impact of the pandemic.

Of all these startups, it is necessary to see how many really provide services or products of value. We are seeing the wheel invented several times…, but there are also some with possible clear contributions of value.

 

At Korian we already have a procedure to be able to evaluate which ones can contribute to us and which ones cannot, so it allows us to work with those that really offer us something that we can pass on to our patients and professionals in such a way that there is added value.

• How is Ita Salud Mental going to develop in the future? Are there new projects or approaches planned?

Our growth is going to be significant in the coming years, both in terms of new acquisitions and continuing to diversify and specialize our services. It is also our goal to have a footprint in those parts of Spain where we are not yet, without losing sight of international growth.

• What has it meant to receive the Pasteur Award for business excellence and assistance in mental health?

A recognition of the work well done by our teams of professionals during these years aAnd a motivation to continue working and improving.

• What is A.S.D, what goals and values does it contribute to today’s society thinking about the future?

The Digital Health Association was created by a series of professionals in the sector more than 7 years ago. Our initial objectives were to achieve a space where we could debate and advance in the knowledge of digital technologies applied to clinical processes.

Over the years we have become a benchmark for knowing the value that these technologies can provide, also for their implementation processes, and for training issues with different partners.

We are pleased to be able to have among our partners very different professional profiles that allow us to always have visions of the application of technology from different perspectives. So we have medical professionals, nurses, pharmacists, engineers, etc… who work in hospitals, primary schools, pharmaceutical companies, technology companies, universities, startups, consultants, etc… This mix of profiles is extremely rich in order to advance and improve our experience and knowledge.

 

 

Kristian Tear CEO at Bang & Olufsen

Kristian Tear CEO at Bang & Olufsen

Broad and proven global experience in building, transforming and scaling businesses to significant results, in telecommunication, enterprise and consumer electronic sectors. Expertise in strategy, sales & marketing, digital, product development, operations, security and services, including go to market execution directly, via distribution partners, or direct retail and on line.

Kristian Tear CEO at Bang & Olufsen

Kristian Tear CEO at Bang & Olufsen

Extroverted, inspiring and trusted leader with strong interpersonal and communication skills.  Achieved success through building strong teams and lasting relationships with a diverse network of stakeholders, customers, partners and employees. Have lived in seven countries and acquired extensive knowledge and experience with leading and working in multi-cultural environments. Comfortable leading small and very large organizations of 30 to over 10,000 people, through good and challenging times to success.

Have been responsible for P&Ls in the thousands to several billion dollars, driving profitable growth, cost efficiencies, and value creation for owners, investors, and shareholders.  Adept in working in large and mid-sized publicly listed, private equity owned and start-up companies.
Several years of board experience as chairman and director, including remuneration and audit committee work.

BREGUET ANNOUNCES THE APPOINTMENT OF ITS NEW CEO

Breguet and its President Marc A. Hayek are delighted to announce the appointment of Lionel a Marca as its CEO.
Lionel a Marca joined the Swatch Group almost 30 years ago and has been working at the Maison since 2019. His commitment and impressive skills across all areas of watchmaking saw him appointed to the Executive Boards of Blancpain in 2004 and Harry Winston in 2014.
In 2019, he also joined the Extended Executive Board of the Swatch Group.
Now, Mr a Marca is placing all of his fine horology passion and experience at the service of Breguet. He will be taking over the operational management under the presidency of Marc A. Hayek, with whom he has worked closely for over 20 years. As Marc A. Hayek noted, “The appointment of Lionel a Marca, a watchmaker in the purest sense of the word at a Maison of Breguet’s prestige, marks a new chapter in its history. I know that he will put all of his energy into continuing the work started by my grandfather since the takeover in 1999, while also keeping the pioneering spirit of its founder alive.”

Honda Aircraft Company President & CEO, Michimasa Fujino Will Receive The 2021 AIAA Reed Aeronautics Award

GREENSBORO, N.C. – March 24, 2021 – The American Institute of Aeronautics and Astronautics (AIAA) announced that Michimasa Fujino, lead HondaJet designer and President and CEO of Honda Aircraft Company, will receive the 2021 Reed Aeronautics Award “for the invention of advanced aerodynamic and structural techniques.” Fujino will be presented with the award during the AIAA Aerospace Spotlight Awards Gala on August 12, 2021.

The AIAA Reed Aeronautics Award is the highest honor an individual can receive for a notable achievement in aeronautics that represents a significant engineering advancement milestone. Fujino’s clean-sheet aircraft design introduced innovations in aviation technology, including the Over-The-Wing Engine Mount and Natural Laminar Flow wing and fuselage. The HondaJet is the first, and only, business jet to include these technologies.

“I am honored to be recognized by the AIAA with the 2021 Reed Aeronautics Award and, on behalf of the entire HondaJet team, we are proud to be presented with this tremendous accolade,” said Fujino. “It is a great privilege to be recognized by such a distinguished organization for the HondaJet’s advanced aerodynamic and structural technologies. As a leading mobility technology company, Honda Aircraft will continue to invest in leading-edge technologies that become the new standard in the industry.”

AIAA President Basil Hassan added, “Dr. Fujino’s dedication to utilizing cutting-edge aeronautical technologies to create new value in business aviation with the HondaJet is an inspiration to the global aerospace industry. AIAA is committed to ensuring that aerospace professionals are recognized and celebrated for their achievements, innovations, and discoveries that make the world safer, more connected, more accessible, and more prosperous. Dr. Fujino’s passion for innovation makes him a deserving recipient of this year’s Reed Aeronautics Award.”

The HondaJet’s Over-The-Wing Engine Mount (OTWEM) configuration produces what Fujino calls “favorable interference” by optimizing the design and placement of the engine nacelles. It combines the airflow over the wing with the airflow around the engine to reduce wave drag at high speeds, and significantly improves aircraft performance and efficiency. Moreover, the OTWEM configuration creates more space for the cabin and external cargo areas. The configuration also reduces cabin noise.

The advanced technologies introduced by the HondaJet also include a newly developed natural laminar flow (NLF) wing and fuselage nose, carbon composite fuselage, and advanced cockpit and interior design, which give the HondaJet the best performance and comfort in its class. A proven industry disruptor, the HondaJet has been the most delivered aircraft in its class for four consecutive years since 2017.

The Reed Aeronautics Award is named after Dr. Sylvanus A. Reed, the aeronautical engineer, designer, and founding member of the Institute of Aeronautical Sciences in 1932. Past recipients of the award include Clarence L. Johnson for the SR-71, Ben R. Rich for the F-117, Preston A. Henne for the MD-80 and Gulfstream aircraft, and Elbert L. Rutan for Voyager.

About the HondaJet Elite

The HondaJet Elite is the fastest, farthest and highest-flying plane in its class. The HondaJet Elite incorporates Honda Aircraft’s many technological innovations, including the unique Over-The-Wing Engine Mount (OTWEM) configuration, Natural Laminar Flow (NLF) nose and wing, and composite fuselage. The aircraft is also powered by the GE Honda Aero Engines HF120. All of these advancements contribute to the aircraft’s superior performance, unparalleled efficiency and maximized fuselage space, making the aircraft’s cabin the largest in its class. The HondaJet Elite cabin features a full service galley, a private lavatory with optional belted seat and an industry-first Bongiovi sound system. The aircraft sets the gold standard in safety and human-machine interface technology with an ergonomically designed cockpit and enhanced customized Garmin® G3000 avionics suite.

Honda Aircraft continues to be committed to improving lives through personal mobility, while living in a sustainable society. The HondaJet Elite remains significantly more fuel efficient and emits less greenhouse gases than all other similarly sized twin-engine business jets. Certified for single pilot operations, the HondaJet Elite continues to live up to the company’s reputation for superior performance, efficiency, quality, and value.

About Honda Aircraft Company

Honda Aircraft Company is a wholly owned subsidiary of American Honda Motor Co., Inc. Founded in 2006, Honda Aircraft’s world headquarters is located in North Carolina, the birthplace of aviation. The challenging spirit upon which Mr. Soichiro Honda founded Honda Motor Co., Ltd. is alive today as Honda Aircraft fulfills one of Honda’s longstanding dreams to advance human mobility skyward

Tim Cook

Chief Executive Officer

Tim Cook is the CEO of Apple and serves on its board of directors.

Before being named CEO in August 2011, Tim was Apple’s chief operating officer and was responsible for all of the company’s worldwide sales and operations, including end-to-end management of Apple’s supply chain, sales activities, and service and support in all markets and countries. He also headed Apple’s Macintosh division and played a key role in the continued development of strategic reseller and supplier relationships, ensuring flexibility in response to an increasingly demanding marketplace.

Prior to joining Apple, Tim was vice president of Corporate Materials for Compaq and was responsible for procuring and managing all of Compaq’s product inventory.

Previous to his work at Compaq, Tim was the chief operating officer of the Reseller Division at Intelligent Electronics.

Tim also spent 12 years with IBM, most recently as director of North American Fulfillment where he led manufacturing and distribution functions for IBM’s Personal Computer Company in North and Latin America.

Tim earned an MBA from Duke University, where he was a Fuqua Scholar, and a Bachelor of Science degree in Industrial Engineering from Auburn University.

Eberhard Weiblen, Chairman of the Executive Board, Porsche Consulting

Economic success and sustainability belong together

Stuttgart. Porsche Consulting GmbH is expanding its consulting services for sustainability issues and strengthening its own efforts in the field. “Sustainability is becoming a decisive factor for the competitiveness of companies around the world and across all industries,” says Eberhard Weiblen, Chairman of the Executive Board of Porsche Consulting. “Economic success and the transition to a sustainable society are mutually dependent. Climate change can only be stopped through responsible business practices and innovative technologies. We not only help our customers master this transformation but also want to provide a good example ourselves,” says Weiblen.

Eberhard Weiblen, Chairman of the Executive Board, Porsche Consulting

Eberhard Weiblen, Chairman of the Executive Board, Porsche Consulting

The subsidiary of Porsche AG has set itself ambitious targets for reducing its carbon footprint. Emissions that cannot be avoided are offset by other measures, enabling Porsche Consulting to operate climate-neutral since 2020. “But we want to take it a step further and reduce our emissions by at least 25 percent by 2025,” says Weiblen. The goal is to reduce emissions step by step with a series of measures.

Business trips are to be substantially reduced and commuting minimized through greater use of mobile working options. Roughly a quarter of consulting activities will be permanently shifted to virtual collaboration scenarios using state-of-the-art digital technologies. Cost savings due to avoided travel will be passed on directly to the client in full. To avoid long commutes, consultants will also be deployed as close as possible to where they live. An algorithm will be used to determine the ideal team composition for each project, with location being one of the factors. Moreover, the management consultancy will fully convert its business car fleet to electric and hybrid vehicles by 2025.

“We achieve our greatest impact in terms of sustainable business practices together with our over 200 clients per year,” says Birgit Engler, who as a partner at Porsche Consulting has advised numerous companies on the development of sustainability strategies and their implementation. “For many companies, the transition to sustainability represents a huge effort, but one that pays off. The greatest possible energy efficiency and the sparing use of resources promote value-creating growth and thus the long-term success of the company,” says Engler. This approach not only enables cost savings, but also enhances customer appeal, employee satisfaction, and the overall value of the company.

Birgit Engler, Partner, Porsche Consulting

Birgit Engler, Partner, Porsche Consulting

The management consultancy will also continue to assess and optimize its own sustainability performance. “Without the dedication of our employees, these advances would not be possible. They breathe life into our sustainability objectives and actively contribute to achieving them every day with their conduct and many good ideas,” says Eberhard Weiblen. In addition to environmental sustainability, Porsche Consulting also regularly supports social projects and pursues diversity in its own ranks. The company is committed to the Charta der Vielfalt, an initiative that promotes equal opportunity in the workplace, as well as the United Nations’ 17 Sustainable Development Goals, which aim to achieve economic, social, and environmental sustainability worldwide.

The climate neutrality of Porsche Consulting is based on direct and indirect emissions of greenhouse gases along the company’s entire value creation chain. It encompasses all three categories of the internationally recognized Greenhouse Gas Protocol GHG (Scope 1–3). This makes Porsche Consulting one of the leading actors among strategy consultancies worldwide. Unavoidable emissions are offset through the Kasigau Corridor environmental protection project in Kenya, which offsets more than one million metric tons of CO₂ per year. The project also focuses on wildlife conservation, environmental protection, education, and economic development in the region.

Porsche Consulting GmbH is among the top ten management consultancies in Germany. It is a subsidiary of the sports-car manufacturer Dr. Ing. h.c. F. Porsche AG, Stuttgart. Guided by the principle “strategic vision, smart implementation,” consultants help companies improve their performance and innovativeness. Clients range from multinational groups to mid-sized companies in the automotive, aviation and aerospace, and mechanical and plant engineering industries. Other clients come from the financial services sector, the consumer goods industry, retailing, and the construction industry.

Oliver Blume, Chairman of the Executive Board, Porsche AG and Lutz Meschke, Deputy Chairman of the Executive Board and Member of the Executive Board, Finance and IT

Porsche achieves sustainable growth in 2020 financial year

Stuttgart. Porsche AG set a new revenue record in the 2020 financial year: its value grew to 28.7 billion euros, surpassing the previous year’s figure by more than 100 million euros. The operating result is 4.2 billion euros. The previous year it was 4.4 billion euros before special items and 3.9 billion euros after. The return on sales was 14.6 percent in 2020, within the strategic target corridor despite the tense economic situation. The strong figures from 2019 were thus only barely missed, despite a temporary shutdown of production. In total, Porsche delivered more than 272,000 vehicles to customers worldwide. This is just three percent less than the previous best year, 2019. The profit before tax was 4.4 billion euros, an increase on 2019.


“The financial year 2020 was successful for Porsche – despite challenging circumstances,” emphasises Oliver Blume, Chairman of the Executive Board of Porsche AG. “There are four reasons for this: our attractive product range, convincing electric models, our brand’s innovative strength and the determination with which we approached our crisis management. More than 20,000 units were delivered of the Taycan, the first all-electric Porsche sports car. This makes it the most successful electric sports car in its class. More than 50 international awards attest to this. Among other things, the Taycan was named the ‘world’s most innovative car’. Porsche stands for a robust core business, sustainable action, social responsibility and innovative technologies.”

“We’re very proud of our business figures,” says Lutz Meschke, Deputy Chairman of the Executive Board and Member of the Executive Board for Finance and IT of Porsche AG. “Despite the numerous challenges, we achieved our strategic target corridor with an operational return on sales of 14.6 percent.”

According to Lutz Meschke, the fact that such record figures were achieved despite the difficult global situation was made possible by a very swiftly established cost and liquidity management system. “Our top priority in the crisis was liquidity. We needed to reduce all costs that were not absolutely necessary.” At no stage did Porsche lose sight of its long-term strategic direction. “We didn’t scrimp at all when it comes to the future topics. We continue to proceed at full speed on transformation, digitalisation and electrification. Attempting to economise in these areas will very quickly result in a loss of competitiveness. Our cost and liquidity management provided a benchmark. We protected our business so we can get going again at full steam once the crisis ends.”


Honing of the profitability programme

With this in mind, Porsche once again honed its ambitious “Profitability Programme 2025”. “Our new goal is to support our result cumulatively by 10 billion euros by 2025, and by 3 billion euros per year after that,” says Lutz Meschke. “The most important thing about our profitability programme is that it’s not just a savings plan, it’s also a programme of innovation. It’s not about cutting costs. It’s about intelligently optimising all of our processes and developing new business ideas.” In a difficult market environment, Porsche has kept the number of employees constant at around 36,000. “No employee needs to be concerned. We concluded a job security agreement that guarantees the jobs of our core workforce until 2030,” says Lutz Meschke. “We’re not cutting any jobs or getting rid of any subsidiaries. On the contrary, we’re investing in our employees and in our future. This is paying off: Porsche increased its efficiency further and lowered its profit threshold. From this position we want to achieve our strategic goal of an operational return on sales of 15 percent in 2021 as well, despite the difficult economic situation.” As in the previous years, Porsche shared the company’s bounty with the workforce. For 2020, the voluntary bonus is 7850 euros.

Porsche targeting a CO₂-neutral balance sheet for 2030

In the face of continuing climate change, Porsche AG set itself another ambitious target: “Sustainability is an important part of our Strategy 2030 – holistically: economically, ecologically and socially,” says Oliver Blume. “We launched a comprehensive decarbonisation programme with a firm target in mind: Porsche wants to have a CO₂-neutral balance sheet throughout the entire value chain by 2030. We will achieve this by systematically avoiding and reducing CO₂ emissions. All of the major sites like Zuffenhausen, Weissach and Leipzig have been CO₂-neutral since 2021. We’ve earmarked more than a billion euros for decarbonisation over the next 10 years. We’ve reached the first milestone: the Taycan Cross Turismo, which had its world premiere at the beginning of March, is the first vehicle that will be CO₂-neutral throughout the use phase.”

In 2020, a third of all Porsche vehicles delivered in Europe were fully or partially electric; worldwide it was 17 percent. In 2025, half of all new Porsche vehicles sold will have an electric motor; in 2030, more than 80 percent of the new vehicles will be electric.

For Porsche, socially responsible action also comes under the umbrella of sustainable management. In keeping with this, the company launched its “Porsche helps” programme during the pandemic. It saw countless employees give their time or money to charitable projects. To mitigate the effects of the pandemic, Porsche topped up its donations by 5 million euros, while food donations to the Tafel organisations were doubled.

Robust delivery performance

When it comes to deliveries, Porsche benefited from its strong global positioning. The number of sports cars delivered to customers remained largely stable. The greatest demand was for the Cayenne, with 92,860 units delivered. This is an increase of one percent compared with the previous year. A total of 20,015 units of the Taycan were delivered in 2020 – despite the six-week production shutdown in spring that coincided with the start of production of the new model as well as numerous market premieres. China remains the largest single market: Porsche delivered 88,968 vehicles to Chinese customers in 2020 – an increase of three percent compared with 2019. The Asia-Pacific, Middle East and Africa regions also continued to show positive growth overall, with 121,641 vehicles delivered there in 2020. This was a four percent increase compared with the same period in the previous year. Porsche delivered a total of 80,892 vehicles in Europe. In America, this number was 69,629.

Juan Serrano - CEO GRUP BALFEGÓ

JUAN SERRANO CEO OF GRUP BALFEGÓ

Manel and Pere Vicent Balfegó, cousins and founders of the company Balfego Are fifth generation members of a large fishing family originating from L’Ametlla de Mar in Tarragona, Spain. In the 80s, they harnessed their vision and decided to invest their time and energy exploring the possibilities of a bluefin tuna fishery. After many years of enquiry, hard-work and investment, they have gone on to establish themselves as the world’s leading company in terms of the understanding, capture, breeding, fishing, production and distribution of bluefin tuna.

Balfegó wild tuna live in pools off the coast of L’Ametlla de Mar. For up to a year they live here, feeding exclusively on wild fish. Dedication has now brought Balfego well earned product recognition, a benchmark of excellence establishing them as the only company in the world which extracts tuna from the sea at its optimum point of fat, dependent on customer demand. The extraction method used at Belfego guarantees a stress-free product, without ‘yake,’ which in Japanese means ‘burned meat,’ offering customers therefore a product of excellent gastronomic value as now found in many of the world’s best restaurants.

 Juan Serrano - CEO GRUP BALFEGÓ

Juan Serrano – CEO
GRUP BALFEGÓ

ABOUT JUAN SERRANO, CEO OF GRUP BALFEGÓ

Career path

I began my professional career at Philips Lighting, in the Procurement and Stock Management and Production Planning departments. Later, I went on to direct a project, a small snack and chips company that was later sold to the Arroz Sosarana Group, which I a shareholder in, and a member of the Board of Directors as Group Secretary. After that, I joined KH7, a company that, during my time, came to be the leader in the kitchen cleaners and degreasers segment. Next, I set up a business providing clients strategic advice and human resource selection and management. I was also part of Forenqui Laboratories. Later I was in a construction company and finally I joined Grup Balfegó in 2007.

Early days in Balfegó

I started as an external consultant advisor to Balfegó. This came about through Xavier Subirats, a former fellow student who is now Vice-Dean of the Catalonian Economists Society. Initially, I used to come in one day a week, later two, then three … Eventually I was working there full time, leaving behind other projects. I have been at Balfegó since then, in the position of the Group Managing Director.

What was the company like when you arrived?

It was a company with a particularly modern structure, a building that was only a year old, wonderful offshore facilities… but the company sold exclusively to, and dedicated itself 100% to Japan, and because of this, the product became a commodity. Our activity began with fishing the live fish. These captured tuna were fattened between July and October, and sold in October to November. This meant that we had to wait for the following year’s fishing season to have more specimens available to sell. In view of these unproductive periods, we elected for the fresh consumption strategy, adjusted to customer demand. Little by little, we were exporting to 32 countries in the world, quickly becoming the world’s leading company in fresh consumption.

At the structural and organizational model level, we also implemented a total transformation in which technology and innovation played a primary role.

We started investing in research, becoming a very powerful source of knowledge about bluefin tuna. So much so, that we were the first to intervene in the tuna reproduction cycle, proposing fishery control measures. In the end, we became a spokesperson that the media went to when they needed to learn about the species and the sector.

In addition, we design a marketing strategy to create a brand of considerable international prestige. This included a traceability system to monitor ourselves and used technology to provide information (weight, size, date of capture, fat percentage and all the itemised health and microbiological certificates), both to the chefs and end consumers alike.

In addition, we are the only ones who routinely specify the level of fat in each individual tuna, and so are able to optimally attend to the taste preferences of our customers.

How is Balfegó nowadays, and what are the perspectives for the future?

At a commercial level, we can say that we are a leading company, internationally recognized. We have a presence in some of the best restaurants in the world in more than 32 countries, and are a pioneer in the marketing of fresh bluefin tuna. Balfegó is a company that functions under a well-implemented integrated management system with procedures that makes us increasingly efficient. We perpetuously seek to improve the tasks involved in all these procedures, continuously improving existing indicators.  In the future, I see us opening up in other areas apart from the restaurant sector where we have been from 2009 until now. Little by little, I see us adding retail outlets, specialized in the gourmet area.

What role does the R + D + i department play in Balfegó?

It is the department, let’s say, at the cutting edge. If we had not gotten to know our product, its biology and its behaviour in its natural environment in the sea, surely today we would be in the position we are in. We would not have been able to give recommendations on tuna fishery management. We have been pioneers in this regard, thanks to all our investment in marine research.

On top of all of this, we should highlight that we have also been at the forefront of research and innovation once the tuna leaves the water. We have learned, by measuring the PH, to control the lactic acid that a tuna secretes after slaughtering, and we were pioneers when it came to measuring fat content. As a direct result of this research, we feed tuna exclusively on blue fish and in this way, adapting the taste in terms of the fat level, to meet the requirements of customers from different parts of the world. In addition, we are in some way able to guarantee the health and food safety of our products. Without a doubt, pioneers in total traceability from the sea to the consumer’s table.

How important have the fish husbandry facilities been in Balfegó’s transformation?

There are two important considerations. The first one is that bringing a seasonal product to market that can only be fished during a short period of time can cause prices to fall. Having fish husbandry facilities available allows us to regulate supply and demand. If, at the other end of the supply chain, there is no-one who wants that tuna, we will never slaughter it. And the second aspect is improving the quality of the tuna we fish. When tuna come to the Mediterranean to spawn, they have lost a large proportion of fat during the journey. It is important that they recover it, because it is in this fat that the quality of the tuna resides. These are the two mainstays.