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1 GRUPO ANTOLIN around the world SPAIN Grupo Antolin (Headquarters) Grupo Antolin - Alava Grupo Antolin - Ara Grupo Antolin - Aragusa Grupo Antolin - Ardasa Grupo Antolin - Autotrim Grupo Antolin - Dapsa Grupo Antolin - Eurotrim Grupo Antolin - Ingeniería Grupo Antolin - Magnesio Grupo Antolin - Martorell Grupo Antolin - Navarra Grupo Antolin - PGA Grupo Antolin - Plasbur Grupo Antolin - RyA Grupo Antolin - Vigo ARGENTINA IRAUTO BRAZIL Antolin - Sudamerica (TCO) Intertrim Iramec Trimtec CHINA Grupo Antolin - Shanghai (TCO) Antolin Guangzhou Autoparts Antolin Shanghai Autoparts ChongQing Antolin Toupu Overhead Systems Gongzhuling Antolin Huaxiang Ningbo Antolin Huaxiang Auto Parts CZECH REPUBLIC Grupo Antolin - Bohemia Grupo Antolin - Ostrava Grupo Antolin - Turnov FRANCE Grupo Antolin - France (TCO) Grupo Antolin - Cambrai Grupo Antolin - HFR Grupo Antolin - IGA Grupo Antolin - Ingénierie Siegès Grupo Antolin - Jarny Grupo Antolin - Loire Grupo Antolin - Transport Grupo Antolin - Vosges GERMANY Grupo Antolin - Deutschland (TCO) Grupo Antolin - Autoform Grupo Antolin - Logistik Deutschland INDIA Grupo Antolin - Chennai Grupo Antolin - Pune Grupo Antolin - Pune (Design Center) Krishna Grupo Antolin JAPAN Grupo Antolin - Japan (TCO) MEXICO Grupo Antolin - Saltillo Grupo Antolin - Silao International Door Systems Mexican Door Company MOROCCO Antolin - Tanger POLAND Silesia Plastic PORTUGAL Grupo Antolin - Lusitânia Grupo Antolin - Valença RUSSIA Grupo Antolin - St Petersburg SLOVAKIA Grupo Antolin - Bratislava Slovakian Door Company SOUTH AFRICA Grupo Antolin - South Africa SOUTH KOREA Grupo Antolin - Korea (TCO) Dong Won Tech THAILAND (Technological License Agreement) TURKEY Ototrim UNITED KINGDOM Grupo Antolin - UK (TCO) Grupo Antolin - Leamington UNITED STATES Grupo Antolin - North America (TCO) Grupo Antolin - Fairfax Grupo Antolin - Illinois Grupo Antolin - Kentucky Grupo Antolin - Michigan Grupo Antolin - Warren Grupo Antolin - Wayne (TCO). Technical Commercial Office

2 Noticias News Spring - Summer 2010 nº 57 GRUPO ANTOLIN Interview with Corporate Human Resources Director Special Issue on Innovation Permanent progress Corporate Industrial Office Central shared services Seats in France Grupo Antolin-Jarny

3 NEWS is published by Grupo Antolin Grupo Antolin is a multinational at the cutting edge of design and production of components for car interiors for the automobile industry. Present in 22 countries with 85 plants and 20 technical commercial offices and more than 10,000 employees. This publication is available for the employees in the GA s intranet EDITORial OFFICE Grupo Antolin Marketing Department Carretera Madrid-Irún, km. 244,8 E BURGOS - SPAIN Tel Editorial DIRECTOR Marketing GA. Design Germán Delgado photography Rafa Sáiz printed by Coiman C/ Marqués de Portugalete, 16 E MADRID - SPAIN Tel D. Legal: M Territory Europe - South America employees* Territory North America employees* Territory Africa - Asia - Pacific employees* * Nr of employees by territory as on the 28 th of February 2010 contents page 4 cover story Javier Blanco Lobejón answers our questions Corporate HR Director talks about the labour initiatives and projects currently under development page 7 plants Grupo Antolin-Jarny From French lands, we put future users in the seat of the Renault Master van page 10 special Innovation A concept in GA that goes further being applied in all the areas of the company: management, processes, products page 15 corp. responsibility Diversity, the value of difference Recognize and make a proper use of our diversity and the one that is surrounding us in order to get the maximum from all the differences page 18 report Grupo Antolin-Plasbur The need of improving the layout of a plant, to continue with the industrial progress page 20 the photo Grupo Antolin, supplier of the new Jaguar XJ page 22 protagonists Corporate Industrial Office How to support our 3 Business Units centralizing certain services page 26 occup. health&safety Improving labour conditions each day page 28 designing the future Design and Innovation for low cost We launch a new complete concept car developed by our Industrial Design Department, as the answer to the trend and philosophy of low cost page 30 in brief News in brief Awarded improvement proposals, prizes from our clients and much more page 36 the history corner Chrysler One of the North American Big Three that, like GM, has exited from Chapter 11 bankruptcy, filed in 2009, thanks to Fiat Picture on the cover: Modular headliner supplied by Grupo Antolin for the new Jaguar XJ 2 Spring - Summer 2010

4 Editorial Innovation is one of the identity keys of our company and of all people who are part of it. In the same page our Vice-president explains in detail the innovation concept as an introduction to the Special which in this number we have dedicated to this important work philosophy. On this occasion we wanted to get closer to the person in charge of Corporate Human Resources Department, Javier Blanco. During our meeting he told us about his wide professional career and projects carried out from his department. Keep on reading to find out which ones they are. The current organisation has caused a change in lots of our departments as well as creation of others, as in case of Corporate Industrial Office, which we present in this issue. And we go to two of our plants in France and Spain. On one side, French society Grupo Antolin-Jarny, dedicated to the manufacturing and logistics of seats, opens its doors for us. Do you enter with us? On the other hand, Grupo Antolin- Plasbur tells us how, among all its employees, it has achieved industrial improvement of its facilities and health and safety. Which are these improvements? Discover them in the report Revolution in the corridor. Many more topics are waiting for you in the following pages. Occupational Health and Safety, low cost cars, diversity management in our Group Finally, we would like a new Newsletter, with the participation of all of you, to remain as a way of communication about all that happens in Grupo Antolin and in the world that surround us. Enjoy reading! w Ernesto Antolin Arribas Vice-president in first person GRUPO ANTOLIN, from its origins, has presented its clear commitment to the Innovation, materialized in practically all product lines to which we dedicate our business, with generation of new technological solutions which allow us to keep leadership positions recognized in the market. The next few years will bring us quick technological changes in our industry, in an environment that demands high levels of requirements in the comfort, technology, safety and environmental friendliness. These technological changes open up important business opportunities that we can and should take, given the capacity of our people united with the creative spirit driven, from its origin, by shareholders and Senior Management of the Group. Adapting to new automotive conditions involves implanting in our own behaviour the seeds of innovation, constantly questioning what is already known and existing to, through the generation of new ideas, gain a differential advantage that allows us to achieve margins higher than the ones from the simple commodities, with which a company of our size can hardly ensure its sustainability. We are aware that having the large global industrial presence of our Group is assumed to already dispose with a huge amount of rich ground where to plant. Moreover we have the seed in our barn. That seed is the knowledge accumulated in all our collaborators which, with the motivation level that they have always maintained, will enable us to get the pick of results we all expect. I would like to conclude by reaffirming that we have the human potential and business vocation necessary to ensure the satisfaction of our clients, the last and authentic test of our good work. w Spring - Summer

5 en portada An interview with our Corporate Human Resources Director Entrevista con el Director Corporativo de RRHH Javier Blanco Lobejón cover story On this occasion and as the continuation of the series of interviews started in the previous Newsletter, in this number we have the participation of Javier Blanco Lobejón. Our Corporate Human Resources Director speaks about his experience in Grupo Antolin and the labour strategy that the company is developing 4 Spring - Summer 2010

6 What is your trajectory in the HR area? My professional experience has been developed in consulting and automotive sectors always related to people management. I have fulfilled functions in multinational environments in the areas of selection, development, training, compensation, communication and especially in the field of industrial relations, working in a production plant as well as headquarters as it has been in case of Grupo Antolin over the last thirteen years. All these experiences let me develop a global vision of the HR function in a multinational environment which is very useful now in the time of fulfilling the role of Human Resources Director of Grupo Antolin. What are the main challenges you have faced since you took the charge of HR in Grupo Antolin and what are your future challenges? Starting with my activity in charge I met the challenge of managing human resources in a crisis environment. The market situation we have all experienced during 2009 and 2010 has meant, among others, adopt restructuring measures and adjust number of employees in different companies worldwide. Actions like these have been necessary to maintain competitive position of Grupo Antolin in its sector. Looking ahead, our biggest challenge is to develop human resources strategy which provides business value in an increasingly globalized environment. We do not forget that we are a young company with an average age of 37 years and therefore, we have a huge potential for growth, potential that should be aligned with the strategic objectives of the Group. Because of this, we are developing tools and projects that encourage talent retention and professional career development within the Group. We also have set as a challenge the improvement of Internal Communications, for which a specific area is being created to improve our communication channels and making the information available to all employees of the company. I would like to underline the same way, the challenge for this Department which involves labour risk prevention, without any doubt we have improved our accidents ratios, but we should keep on working to prevent our employees from any type of danger in this sense. We are developing tools and projects that encourage talent retention and professional career development within the Group How are the HR policies managed in a multinational company like GA? A good human resources management is based on the teamwork, and this is the case of Grupo Antolin, whose Human Resources Departments are formed by professionals with experience in the sector, both in the headquarters and in the regions as well as in the production plants. We consider communication as a key element when managing our work, and because of this, apart from weekly meetings of people who create HR Corporate Department, every three months we hold what we call International HR Committee, with all Human Resources Directors on the global level. At these meetings we are able to share experiences and best practices in human resources in different countries, it certainly enriches our perspective of what should be a human resources management in a multinational environment. Another objective we have implemented is to convert HR department in an area more accessible and closer to the employees of the company, near to each person that wants to raise their problems or concerns to us. How do different peculiarities of the countries in which GA is present influence global HR management? In my opinion, the way to do business in multinational and global environment should be sustained on the same basis applicable for all countries. In our case the same thing happens. The policies and principles of human resources should be the same for all countries in which the company operates. In this sense we work with respect for the culture and customs of each country, adapting, as far as possible, our policies to the peculiarities of each country, labour law and social environment. To achieve our goal we have the cooperation of international HR Directors that are interpreters who help us to translate the human resources policies to the uniqueness of each country. An example of this are working calendars, which are adapted to the religious or/and cultural circumstances, with the condition that the plant meets needs of internal and external client. Spring - Summer

7 On the other hand we have to keep in mind that since 2003, Grupo Antolin is a part of United Nations Global Compact. This public pact is the company s commitment to work towards the establishment of respect for human rights, labour and environmental standards throughout its area of influence. What I enjoy the most is when I visit a factory and I have the opportunity to share experiences with people who work there Which has been the role of HR Department in the new organisation and how has your area been affected by this change? The HR Department, after the initial approach made by the senior management which designed the main structure of the Group with its new departments and main responsibilities, has coordinated the definition of functions of each of them and allocated, together with them, the resources of the Group with the aim of achieving greater effectiveness and better use of the skills and competencies of people working in the Group. What has been the biggest change that happened over the last few years? There have been several, sincerely; I think that one of the most important has been the emergence of Corporate Social Responsibility policies in our companies. In my opinion, the foundations on which rests the CSR come to reinforce the role that people have in organizations, concepts as ethics within the value chain, respect for employees, commitment to society and environment, comes not only to strengthen a company s reputation but also to require Human Resources Departments to play a leading role to preserve those values. It has been 2 years since we have launched the area of Corporate Social Responsibility, where our activities have been orientated not only on the reputational enhancement of the Group but as well on adding value to the Company, for example with the creation of the Plastics Technical School in Brazil. Through this activity we give an opportunity to thirty young people of an official training while educating future professionals for the Group, which guarantee a return on our training effort. I want to underline also change in labour laws to models for greater flexibility at work, enabling us to adapt to the circumstances of a market, such as the automotive, each time more changeable. It has been a hard and demanding work as it has been done in just a month to meet deadlines and provide the required support in time. It was realized during June and since then, with its implementation already under way, our role intends to remain the same as so far, giving a support to the new Business Units and Corporate Departments in managing their human resources through definition and implementation of policies for selecting, compensating, HR development, etc. also aligned with the Group s strategic objectives. What elements of you job do you enjoy most and least? What I enjoy the most is when I visit a factory and I have the opportunity to share experiences with people who work there. I also like working with my team more directly in the definition of human resources policies and discuss internal issues which then can be applied at the company level. Naturally, my least favourite part is all the decisions concerning the restructuring, but obviously it is a part of my job and it has to be approached with discretion and professionalism. If you were not working in the HR area, where would you be working? My professional life has always been linked to the world of human resources, and the truth is, I do not see myself working in another field than this. w 6 Spring - Summer 2010

8 Grupo Antolin JARNY plants Grupo Antolin-Jarny Grupo Antolin-Jarny opened its doors on 4th November 2008, 10 people who were trained for several weeks at the Grupo Antolin sites of Roche la Molière (France), Burgos & Vigo (Spain) were present for the opening. The welcome and support given by our colleagues in the group enabled us to begin our new challenge under the best possible conditions Our production/logistics facility is 10,000 m² and was built in the commune of Jarny in NE France for the assembly of the new Renault Master utility vehicle, which will be fully commercialised during the first quarter of this year. 142 seat references compose the profile of our products delivered to Renault. Particularly, single front seats and 2 place front seats, which constitute the majority of the volume. These will be followed by 16 different types of the 3 place seats for the Combi version. Together we will rise to the challenges that await us, keeping always in mind that nothing is impossible First photograph of the new Renault Master, a warm handshake despite the cold & snow, between Patrick Janot (Co-Director Renault Sovab on the right) and Philippe Damiens (Director of Grupo Antolin-Jarny on the left) Spring - Summer

9 Assembly of an individual seat metal frame by one of our first production operatives, Nicolas Piccinini The Renault Master project replaces the old model which began in Some of our actual personnel have participated in this project since its inception in Renault entrusted to us the conception and industrialisation of the single seats and the 2 & 3 place seats for this vehicle. We designed, made and validated the prototypes before the launch of the tools for series production. These are the first fully garnished front seats supplied by Grupo Antolin to Renault The approval for series production was given on 19th November We are actually in the ramp up phase for the first row vehicle seats. In the first row are the individual driver/passenger seats and the 2 place passenger seats. Final seat inspection on the production line by another of our first production operatives, Jessica Capdevielle We are now completing the project phase with the industrialisation of the 3 place seats for the Combi. The first of these seat types are being assembled with the series tools, and the actual start of full series production will be September The zone for our production facility at Jarny was chosen specifically in response to the needs of our customer, the Renault SOVAB(1) and in particular in accordance with our operating profile of just in time (JIT) production. Taking into account this diversity it was necessary to reply exactly to our customers requirements in the minimum time frame. The deployment of our industrial process allows us to assemble and deliver to Renault in sequence with a time per order(2) of only 180 minutes. Seat sequencing and loading operations into the containers specifically designed for the customer application, by our logistics operative, Nicolas Rein By using our production application BLADE, we can ensure the management of our customer s orders and the stocking of the finished seats for sequencing in our automated Transtocker. Synchronous production began in December 2009 and final output will reach 600 vehicles per day. 8 Spring - Summer 2010

10 Our team The knowledge of the employment basis, the selection, integration, competences and personal integrity of all our people are at the core of our ideals to ensure the success of this project. In partnership with the local authorities in charge of recruitment (who we brought to Grupo Antolin- Vigo at the beginning of 2008), we made a detailed analysis of all the working areas to identify the competences needed: - Understand & respect a system with norms and standards. - Be able to work under pressure. - Make the necessary checks and quality controls. Quality To respond correctly to this method of working, the management team of Grupo Antolin-Jarny introduced the principles and tools of the Grupo Antolin Production System. More importantly the culture of continuous improvement and total quality. We have actually the following in place on site: - 5S in all the site (offices & production area) with the required standards displayed in each area. - Problem resolution using PDCA (Plan Do Check Act). - Kamishibai, quality system that enables auditing of a zone, to manage and remind everyone to respect the reglementations put in place. - 1st level maintenance, to ensure the efficiency of all our machines. - QRQC Quick Response Quality Control facilitates the rapid identification of issues at their point of occurrence. - Grid of competences acquired by the production staff, updated and maintained in real time. These tools enable us to dynamically and rapidly resolve problems and provide a good working environment with clear standards applied throughout our entire facility in Jarny. The quality system is still being deployed in Jarny, in October 2009 we achieved 81% for the Renault pre-production audit and ASES Quality Assurance audit. Further audits are programmed through Coordinate and control our movements. - Be able to work in a team. This method of recruitment that we labelled MRS(3) has been adapted to our requirements for the recruitment of our existing and future collaborators of Grupo Antolin-Jarny. After passing tests and motivation interviews, our collaborators began a training course over several weeks financed by the local authority Conseil Regional de Lorraine. In this training course were the following themes: - The Production System. - Production (products, processes). - Continuous improvement. - EHS (Environmental Health and Safety). - Gestion of Personnel/Staff Management. - Initiation to assembly. - Series Production. With this training complete our future operators were integrated into the team. Our original ideas for recruitment/training were noticed by the Conseil Regional de Lorraine. They contacted us for the inauguration of their new mobile training unit which took place at our site in the presence of the local elected representatives of the region, all our personnel, the trainees, the project team and the head of the seats Business Unit Fernando Sanz. w (1) Société des Véhicules Automobiles de Batilly (Society of Automobile Vehicles of Batilly) (2) Timer per order: the time lapse between the customer order and the delivery to the customer s production line. (3) Method of recruitment by simulation Spring - Summer

11 Innovation Our commitment to the future special Fernando Rey Corporate Innovation Director - Grupo Antolin We can consider the innovation as something inborn to all people and the foundation for survival and mankind progress since its earliest times. The invention of fire, hunting weapons, farming tools... have permitted humanity to evolve in different aspects of their lives 10 Spring - Summer 2010

12 But the fact of innovative creation is also a sign of identity and culture of the most advanced societies. There are as well other reasons why people, individually, innovate: - Personal motivation as an essential reason. - Professional development that, together with motivation, are boosting our self-esteem. - And other interests as economical, social Generally, all activity areas are susceptible to receive and boost innovations. The society itself has become more competitive, that is why the added-value offer, based on new ideas, is more important today than ever. Automotive Sector Especially, our market is one of the most competitive due to an obvious oversupply, a feature that has grown in the last few years. The financial crisis, in which we are immersed, has changed dramatically: The weight of the different system factors (vehicle manufacturers, suppliers, countries ) The structure of the market: - Segments concentration to the ends, superior and inferior. - Spread of low volume vehicles. - Increase in the need of brand differentiation. - Product customization offer facing clients diversity (flexibility) - Inexorable quality demand in all senses: technical, service. All this creates a new demand to which companies have to respond. Grupo Antolin should keep on developing and innovating products and processes which can adjust to this new stage and a new car conception. Grupo Antolin Our company has been historically recognized by the industry and the society for its innovative impulse, a key element of our quick development. The necessity to strengthen industrially our achievements has, in some way, diverted part of our energy into consolidated operations, thereby lowering the guard in following technological developments in the market and the strategy of our clients. The picture that presents to us in 2010 is extremely demanding in this respect and a loss of speed can jeopardize our survival. Therefore it is necessary to restore our innovative effort in all our activities. Sticking to the product-process innovation, Grupo Antolin maintains its technological invention capacity to meet the challenges of the new scenario that the market presents us. Because of this, a correct orientation of initiatives as for the corporate strategy is essential. To achieve this objective, innovation committees at three levels have been created in the environment of the recent organisation: Board of Directors, General Committee of Innovation with Business Units and an Innovation Committee for each product line. w In the first place we have in front of us a challenge of a progress in what makes the essence of our business: - Materials. - Industrial processes. Directing the initiatives towards: - The quality assurance. - The cost reduction for bigger benefit. - The weight reduction. - The industrial flexibility. - The sustainability of our products. Simultaneously, innovation should give to our basic products the biggest added value, for what we have the following innovation lines in: - New fabrics. - Integrated lighting. - Electronics. - Surfaces customization. - Solar protection devices. Spring - Summer

13 Diego Val Materials Engineer - Grupo Antolin-Ingenieria Innovation in Materials MAGNESIUM It has been more than a decade since Grupo Antolin decided to create an Innovation Line focused on the light weight alloys and especially on Magnesium; a bet for the future with a pioneer plant in Spain This way the Group met the current needs of automotive market: pollutant emissions and consumptions reduction linked with the weight reduction through light materials. Magnesium, thanks to its properties, is considered as a preferential material to meet these new requirements. To understand deeper this material, during 1999, a research was carried out taking into consideration main technical aspects, market factors, competitors, etc. that confirms the necessity and strategic importance of this Innovation Line. This research was presented at the end of 1999 under the name Libro Blanco del Magnesio (Magnesium White Book). The main conclusions which can be extracted from the abovementioned book were: Advantages Low density: 1.7 kg/dm 3 (aluminium is 1.5 times heavier and steel is 4.5 times heavier). Easily mouldable, permits creating thinner pieces. Good mechanical properties. Great potential for the integration of several functions in one piece. Wide availability, it is the seventh most abundant element on the Earth. Disadvantages Very little global knowledge. Industrial processes not very robust. A necessity of protection against corrosion in certain environments. There are erroneous preconceptions (fragility, autoignition ). 12 Spring - Summer 2010

14 Grupo Antolin-Magnesio was inaugurated in February 2006 in Burgos. With over 10,000 m 2 it is dedicated to the injection of Magnesium parts magnesium Applications Aluminium alloying Desulfurization of steel Injection (automotive) Other applications* Finally, and through the analysis of presented pros and contras, it was decided to continue with this Innovation Line. The first task was developed around the rear seat of Mercedes Vito/Viano. A multidisciplinary team worked on the redesign of the seat with an objective of a significant weight reduction through the use of Magnesium alloys and remembering about the cost competitiveness. In the year 2000 and after a second phase of work with the customer, Mercedes, the usage of components in Magnesium was approved for the second generation of that vehicle, achieving a reduction of 31% by weight and 20% of the cost. 100% 12% 16% 12% 16% 23% 32% 53% 36% * Chemical industry, pyrotechnic, electronics Automotive Industry The versatility of Magnesium makes it easily identifiable in a wide range of applications within the automotive sector that can range from the interior components (seat frames, hand brakes, dashboards ) to the engine parts. As put forward, car weight reduction is a key to meet the CO 2 emission reduction norms. According to the protocol from Kyoto, European Union should reduce its total emissions by 8% during Taking into consideration the fact that the transportation sector is one of the ones that produces more emissions, there is still a long way to go in achieving these goals Within our market, Grupo Antolin has a great competitive advantage thanks to the mastery of all phases of the value chain: automotive sector knowledge, development ability, engineering and validation, industrialization RAW MATERIAL PRODUCTION estimated for 2009 Brazil 2,4% USA 8,4% Serbia 0,3% Ukrania 0,5% Russia 4,8% Kazkhstan 3,2% Israel 4,8% China 75,6% Estimate production: 622,000 tons Materials distribution according to cost and weight The disadvantages of Magnesium, together with the innovative spirit of the company, crystallized into a program of public-private partnership called Magno: MAGnesium New Technological Opportunities. Its main activities cover the full transformation process: - Raw material - Fusion - Feeding - Injection - Moulds - Recycling - Trims - Security + Cost Steel Titanium Aluminium Plastics Magnesium Plastics reinforced with fibres Ultra-light Metal Estimate of Automotive usage + Lightness Spring - Summer

15 Among the principal models where we can currently find this material in higher proportions we should highlight: GMC Savana with 26,3 kg. of Magnesium investigation programmes Mercedes SLK Roadster 7,7 kg. of Magnesium Main milestones 2000 First order for the seats - Mercedes Vito/Viano 2002 Replacement of the seats for Mercedes Order for the rear seats - Renault Espace 2005 Second generation of the seats for Renault Space Second and third row seats for Citroën Picasso, produced in Vigo with an innovative design in magnesium. This programme is decisive for launching a production plant for magnesium pieces in Spain (Burgos) 2008 We got the order from Renault for the first in the world window regulators designed entirely in magnesium, with strong technical and weight advantages To reach these achievements, from the Innovation Department in line with company strategy, investigation programmes were developed: 2005 PROFIT Programme Ministry of Industry Advanced applications of magnesium alloys in automotive industry 2006 PROFIT Programme Ministry of Industry Modular components design for doors of motor vehicles in magnesium alloy injection Innovation Programme ADE (Development Agency) Development of new advanced structural applications of magnesium 2007 Programa PROFIT Ministry of Industry Heat treatment of magnesium alloys CENIT Programme Ministry of Science and Innovation MAGNO Complete seat for Mercedes Vito/Viano with crosses in Magnesium Magno is generating considerable network of knowledge between companies, technological institutes and universities that aims to 14 Spring - Summer 2010 go further and put Spain in a position of technological leadership, something essential in an increasingly competitive market

16 corp. responsibillity Corporate Responsibillity Area Grupo Antolin Diversity the value of the difference Our company has been established over these years as a multicultural team made up of about 10,500 people that live and work under one business plan. Attract, retain and empower people of different profiles, provides innovative, creative solutions, new options and perspectives whose sum is undoubtedly a factor in competitiveness Spring - Summer

17 We are all in the same team with our differences, despite them. Diversity? Maintaining the balance between similarities and differences and use that balance to create value, the value of the difference We can only guarantee our future if we acknowledge and use our diversity A concept that marks, diversity According to the Spanish dictionary diversity (from lat. Diversĭtas, -ātis) means: 1. f. Variety, dissimilarity, difference. 2. f Abundance, a big quantity of several different things. If we transfer these meanings to the environment in which we move, talking about clients, shareholders, employees, suppliers, competitors, friends, family, different, varied, with distinct needs and demands, in some way, interact with each other and need to know how and in what way we work and if we are sensitive to social, environmental and cultural problems and events that surround us. If we join this with aspects as the immigrant population growth, the consolidation of women in the labour market, the expanding range of cultures, integration of disability, an aging population, lifestyle or sexual orientation differences, we are facing, without a doubt, new challenges at both internal and external level. There is no doubt that in various environments there is a need of resources equally diverse, which know, can and want to contribute to a common project. Reflecting this reality, today, the plants are composed of individuals with very different personal skills, as well as other demographic, cultural and social factors, which make it increasingly common the interface among the workers with very different needs, attitudes, values, motivations and potential contribution. A diverse workforce helps to adapt more easily to the needs and demands of our stakeholders. This is how the profiles that differentiate people and have an impact on team behaviour are understood as diversity from business point of view. 16 Spring - Summer 2010

18 Diversity management, the key Diversity management is clearly something more than diversity, it is a corporate commitment. All the differences make the company different, so that it works, a company should be able to integrate employees, clients, shareholders and other environmental agents in a common objective. Only groups of people of different profiles working in teams are able to optimize all resources and systems of organizations. Only teams of diverse human resources, well integrated, generate innovation and creativity needed to ensure the continuation of business in new global, competitive and different markets. Our sustainability over time will not uniquely and exclusively depend on the availability of financial and technological resources, but on the effectiveness and added value with which people manage these resources. Therefore, to discover the skills of each and every one of us in the company and leverage beyond what you see is the key to the proper management of diversity. Managing diversity is not about hiring more minority groups or increasing the number of women. It is an effort at personal, interpersonal and organizational level. The sensitivity facing differences is needed but by itself is not enough to make positive things happen. It is necessary to internalize these differences and integrate them into the everyday processes in the company. You have to work in the ongoing search for the elements that make each person discover within him or her the ways to improve their work, and by extension, organizational performance. While the goal and the projected benefits of policies and approaches to diversity vary considerably from one company to another, leaving no doubt is that we can ensure our future only if we acknowledge and use our diversity. This includes the diversity of our human capital and the diverse needs of our customers, shareholders, supply chain, ultimately, society in general. Equality Plan From the Corporate Social Responsibility area our task is to facilitate this management and support the humanization of globalization. Within the policies related to diversity, during this year we are going to carry out certain actions in some of our plants for the development of equality plans in line with current legislation. Equality plans help to improve the utilization of human resources of companies, promoting equality between men and women within the company and will be extended progressively to all plants of Grupo Antolin. w Percentage of men and women at Grupo Antolin Women 30,89 % Men 69,11 % Nationalities 55 Languages* 29 Expatriates 20 people +5% vs 2009 *Mother language Spring - Summer

19 report Fernando Hernández Black Belt - Grupo Antolin-Plasbur GA-PLASBUR Revolution in the corridor Since 1998, when Grupo Antolin-Plasbur (Burgos) has moved from its facilities situated in Pisones street to its current localization in Villalonquéjar Industrial Park, a lot of modifications and internal reorganisations have been carried out. All of them have been movements specific or related to small areas Lateral corridor NOW Lateral corridor BEFORE 18 Spring - Summer 2010

20 Central corridor BEFORE Central corridor NOW We present a work that has led to the total modification of the plant layout and has received the full support of the team that creates GA-Plasbur The great collaboration of all departments has been the best of all; the aim was clear, to substantially improve our company since with the space that we already had to our disposition the processes were not fully lean. Therefore a group of people came up with a revolutionary idea that proved a resounding success. The improvement has not been effective only in the industrial sense; it was also important in the aspect of health and safety since with the constant trucks traffic sooner or later we would have had serious problems of accidents at the workplace. Summarizing we can say that the improvement that we present has been the best of which were carried out in GA-Plasbur in recent years. Mock-ups location NOW Mock-ups location BEFORE Main improvements obtained Reduction of accidents risks. Risks reduction in production equipment. Significant improvement in: - Internal logistics flow of materials. - Recycling management. Physical space expansion through splitting the surface. Usable space increase. New locations for secondary injection equipment. Increased number of audits of order and cleaning without demerits. Lay-out easy to maintain and quickly assimilated by all operators. w Moulds location NOW Moulds location BEFORE Spring - Summer

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