Posts

Kleanbus appoints Terry Spall as company Chairman

  • Industry veteran of more than 30 years and former President of the Institution of Mechanical Engineers joins as Chairman of Kleanbus
  • Terry will provide strategic counsel to further develop Kleanbus’ state-of-the-art e-powertrain and expand commercial repower offering
  • Kleanbus’ technology is capable of repurposing single or double-decker diesel buses into zero-emission vehicles
  • Electric repowered buses from Kleanbus cost one fifth of a new electric bus with a third of the operating costs of diesel buses

Monday August 22nd, 2022: Expert bus repower company Kleanbus is delighted to announce the appointment of Terry Spall as Chairman of the company. Further strengthening the depth of expertise and knowledge of Kleanbus’ senior leadership team, Terry brings over 30 years of industry experience.

Terry, a chartered mechanical engineer, joins Kleanbus having recently completed his tenure as the 135th President of the Institution of Mechanical Engineers, in 2021. Terry has also held senior positions at HORIBA MIRA, including ten years as Commercial Director responsible for the MIRA Technology Park development and many years leading vehicle programmes and heading international market development for MIRA. He also brings extensive vehicle development knowledge and experience from working in vehicle manufacturers.

Joe Tighe, Co-Founder and CEO of Kleanbus, said: “We are delighted to be welcoming Terry Spall to the company as Chairman. Terry’s experience gained over more than three decades in the industry and world-leading engineering intuitions and service providers alike will bring invaluable knowledge and expertise into the business. I’m very much looking forward to working with Terry as we continue to accelerate the development of our ‘repower’ technologies and commercial offering.” 

Terry Spall, Chairman of Kleanbus, commented: “I have been really impressed by Kleanbus and its mission to positively impact the sustainability of bus fleets worldwide. It is a very dynamic start-up that is already gaining strong market interest.  I look forward to working with the Kleanbus team to deliver on their mission and help them achieve commercial success.”

Kleanbus can deliver a unique ‘repower’ solution to transform diesel-powered single or double-decker buses into zero-emission, electrically powered vehicles and extending the life of the embedded carbon expended in creating the base vehicle. For one-fifth of the cost of a new electric bus, Kleanbus’ environmentally friendly solution is based upon state-of-the-art e-powertrain technology developed in-house by Kleanbus, designed specifically for use in buses.

Positioning itself as the partner of choice for rapid, low-cost transition to zero emissions, Kleanbus can help commercial operators meet stringent new environmental targets as the industry transitions toward electrification.

About Kleanbus
Kleanbus’ unique repower programme provides a fast, affordable, and the most environmentally friendly solution to electrify bus fleets. The company is committed to using innovative British engineering expertise, quality locally sourced components and UK-based manufacturing. Its drivetrain has no rare earth elements, and its battery systems are specifically designed for bus system operations. By providing the best available technology with the most reliable supply chain and excellent customer service, Kleanbus is the partner of choice for rapid, low-cost transition to zero emissions.

Kleanbus’ senior team is made up of subject matter experts with a combined eighty years in powertrain development. Led by serial entrepreneur CEO Joe Tighe, other senior members of the team include Chairman, Terry Spall, 135th  President of the IMECHE with 25 years’ senior experience at HORIBA MIRA, alongside Rob Gretton, an engineer with over 30 years’ experience working in drivetrain and power systems, and former TfL and GLA air quality specialist Lucy Parkin, who is the company’s first Director of Environmental, Social and Governance (ESG).

Underlining its commitment to being a force for good, Kleanbus has also achieved pending B-Corporation® status.

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.