Satair Company Manual
SATAIRCOMPANY MANUALEffectivedateApplicableforRelevant forDoc ID18 Jan 2021WAS1WAS 2ATLBEJCM-01CPHLHR19VersionMIASINHAMDUBPRGSatair : All departments and functionsDOCUMENT SIGNATURESNameRole/TitleDate (dd mmm yyyy)Document Author:Shermen TohQuality Engineer18 Jan 2021Document Owner:Stefan RosinHead of QualityManagement18 Jan 2021DocumentApprover:Bart ReijnenCEO18 Jan 2021Quality Assurance:Rikke GraversenQuality Manager18 Jan 2021Satair Company ManualVersion: 1918 Jan 2021Page 1 of 76
PrefaceIt is Satair policy to establish and work with processes which ensure that we understand ourcustomers’ needs and that we produce, deliver and support our products and services to satisfythose needs better than our best competitor. Measured levels of customer satisfactiondemonstrate our progress towards this goal.Satair processes are defined in the Company Management System, which is designed tosatisfy all customers, regulatory and legal requirements. Satair entities are expected to operateby the system and hold certification to ISO9001, EN/AS9100, EN/AS9110, EN/AS9120 andare working towards ISO 14001 certification and other standards appropriate to their business.Satair entities are expected to carry out self-assessments against the internationallyrecognized criteria as specified in the standard as the basis for planning improvement.Through an always updated Company Management System, the Corporate Managementwishes to strengthen the employees' influence on their own working situation and thereby alsothe acknowledgement of the necessity of teamwork. All in all, we aim at creating a moreflexible, dynamic and efficient company which exceeds the customers' needs and expectationsnow and in the future.A condition for achieving customer satisfaction is to maintain the quality of all internal functionsand processes. This is ensured by documenting the relevant system elements for each functionand process owner, and it is the responsibility of the manager in question that he or she as wellas his or her employees use and comply with these system elements.As we continuously wish to adapt our Company Management System and products to marketrequirements, all employees must contribute to system and product improvements.Executive Management authorizes by its signature below, that the described CompanyManagement System applies to Satair.Bart ReijnenChief Executive OfficerSatair Company ManualVersion: 1918 Jan 2021Page 2 of 76
1.CONTENTS & AMENDMENT RECORD1.1DOCUMENT CHANGE RECORDDOCUMENT CHANGE RECORDDateVers.NoPage(s)AmendedDetails Of Amendment25 Apr 20110AllFirst issue of this global QMS document27 Mar 2012128 & 29Update the list of Standard Procedure Index26, 7, 8, 9,14, 19, 20,21, 23, 24,27 & 3001 Jun 201212 Feb 20143Following paragraphs were updated to include EN9100requirements: 1.4, 2.2, 2.3, 3, 5.5.1.1, 7.1, 7.1.1, 7.1.2,7.1.3, 7.2.3, 7.3, 7.5.1, 7.5.1.1, 7.5.1.2, 7.5.1.3, 7.5.1.4,7.5.2, 7.5.3, 8.2.4 & 9.AllFollowing paragraphs were amended to included newSatair Group organization changes: 5.3, 5.3.1, 5.5.1,5.5.1.1, 5.5.1.2, 5.5.1.3, 5.5.1.4, 5.5.1.5.All pages has been amended with Satair’s new logo12 May 20154AllPara 5.3 – update Satair Group Mission, Vision &Values statementsPara 5.4 – update Quality ObjectivesPara 5.5 – update Organization chart – ExecutiveManagement– update Chief Commercial Officer (CCO) rolesand responsibilitiesPara 9.0 – update Standard Operating Procedures IndexAll pages - update Satair Group new logo12 Aug 2015528Para 8.3 – revised to include installer’s responsibility toensure airworthiness03 May 2016Satair Company Manual67, 9, 11,14, 15 to20, 21, 25,26, 27, 30,33 to 35Para 2.1 – added Eaton QAP7.2J21 after EN9120Para 3 – added ‘Test Report’ team & definitionPara 4.4 – added electronic records and back-up controlPara 5.4.1 – updated Quality Objectives for 2016Para 5.5 – Update organisation chart and corporatemanagement responsibilities and authorities.Para 5.5.2 – Update management representativePara 7.4.1 – added control to prevent purchase ofcounterfeit & SUP partsPara 7.5.1 – Revised paragraph to align with current9100 & 9120 requirementsPara 7.5.1.3 – Revised paragraph to align with current9100 requirementsPara 7.5.1.4 – Added post-delivery support paragraphPara 8.3 Added Delegation Approval by a PAHPara 9 – Updated Standard Operating Procedures Indexto align with PagecurrentVersion: 19 Para 8.2.4 – Revised18 Janparagraph20213 of 769100 requirementsPara 9 – Updated SOP index
DateVers.NoPage(s)Amended17 Nov 201672,1618 Jan 201785, 23, 28,36Details Of AmendmentPreface updated with CEO Mr. Bart Reijnen signaturePara 5.5.1 New Organization Chart addedPara. 2.2 Permissible exclusions have been deletedPara. 2.2 new process mapPara. 7.1 new process mapPara. 7.5.4 Customer property to include customerpropertyMinor change; word “Satair” in front of batch has beenremovedAdditional Quality Management documents has beenadded02 Feb 201798, 9, 10, 38Para. 1.5 Satair Group ArchitecturePara. 2.2 Permissible exclusions have been addedPara. 2.3 Process Map, link to Airbus/POAAppendix A – A10-AS and QMM has been added01 Apr 201810AllAdaptation to new structure of the latest AS/EN standardrevision15 Jun 2018118, 32Para 2.3 Permissible ExclusionPara 8.3 Design and Development20 Jul 20181217Updated organization chart30 Jul 20181340Para. 9.2 Management Review updated to meet revisedEN9100/EN9120 requirements12 Dec 2018141, 17Para. 5.4 Updated organization chart151, 2, 4, 5,6, 7, 8, 9,10, 11, 12,13, 15, 16,17, 20, 24,25, 26, 27,29, 30, 31,33, 35, 37,40, 42, 47,48, 49, 50,51Following paragraphs were updated to include EN9110requirements: Cover Page, Preface, 1.1, 1.2, 2.1, 2.2, 3,4.1.2.3, 4.1.2.4, 4.1.2.10, 4.3.1, 5.1, 5.3, 5.4, 5.4.4,5.4.5, 5.6, 5.6.1, 5.6.2, 5.6.3, 5.6.4, 6.2, 6.2.1, 6.2.2, 6.3,7.7, 7.8.1, 7.8.2, 7.8.3, 8.1.5, 8.4.1.1, 8.5.1, 8.5.6, 8.6,9.1.1, 9.1.3, Appendix 1, Appendix 212 June 2019Satair Company ManualVersion: 1918 Jan 2021Page 4 of 76
Date14 Oct 201924 Apr 2020Satair Company ManualVers.No1617Page(s)Amended1, 2, 4, 5,6, 7, 8, 10,14, 15, 16,18, 19, 21,22, 29, 30,33, 34, 35,36, 45, 47,48, 49, 54,55All PagesVersion: 19Details Of AmendmentFollowing paragraphs were updated to include ISO14001 requirements: Cover Page, Preface, 1.1, 1.2, 2.1,3, 4.1.2.11, 4.3, 4.4, 4.4.1, 5.1, 5.3, 5.4.1, 5.4.3, 6.1.1,6.1.2, 6.2, 6.2.3, 6.3, 7.8.1, 7.8.3, 8.1.1, 8.1.2, 8.1.3,8.1.4, 8.1.5, 8.1.6, 9.1.1, 9.1.3, 9.1.3.3, 9.1.3.4, 9.1.4,9.2.2, 9.2.3, 10.1, 10.2Appendix 2 updated Function name from Procurementto Supply ManagementAppendix 3 added to illustrate process interaction forMiami Multi Site set up on maintenanceAligned wording of Revision and Version throughout themanual.Para 4.1.2.4 - Updated LocationsPara 4.3 - Updated Scope Of The CMSPara 4.4.1 - Company Management System principlesPara 5.1 – Updated Leadership And CommitmentPara 5.3.1 – Added Satair Quality And Safety PolicyPara 5.3.2 – Updated Satair ValuesPara 5.4 – Updated Organization ChartPara 5.4.4 - Updated Chief Operations OfficerPara 5.4.7 – Updated Head Of Product ManagementPara 5.4.9 – Updated Head Of Digital And BusinessTransformationPara 5.4.10 – Added Description For Head Of LegalPara 5.4.11 – Added Description For Head Of StrategyAnd Portfolio ManagementPara 6.2.1 - Updated Quality ObjectivesPara 7.3.1 – Updated Monitoring And MeasurementResourcesPara 7.8.1 - Documentation requirementsPara 7.8.2 – Control of documentsPara 8.5.1.4 – Updated Post Delivery SupportPara 8.5.5 – Updated Preservation Of ProductsPara 9.2.2 – Updated Management Review InputAppendix 2 – Updated Process Interaction(Maintenance)Appendix 3 – Updated Process Interaction: Miami(Maintenance)Appendix 4 - Table Of Activities In Each Satair LocationFor A22018 Jan 2021Page 5 of 76
01 Oct 202018 Jan 2021Satair Company Manual181901, 06, 07,08,10,11,16,18,26, 65, 68,69, 70, 71,72, 73, 74,01, 06, 10,11, 13, 14,18, 19, 26,29, 42, 43,48,68, 69,70, 74, 76Version: 19Cover Page – Updated document applicabilityPara 1.1 – Updated Document Change RecordPara 1.2 – Updated List of Effective PagesContent Page – Updated Content PagePara 1.3 – Updated Profile of Organization/SatairPara 4.1.2.4 – Updated LocationsPara 4.5 – Updated Scope of Company ManagementsystemPara 5.4 – Updated Organizational roles, responsibilitiesand authoritiesPara 10.2 – Updated Continuous ImprovementAppendix 2 – Added Process Interaction(Manufacturing)Appendix 3 – Updated Process Interaction(Maintenance)Appendix 4 – Added Process Interaction (Distribution)Appendix 5 - Added Process Interaction (Manufacturing)Appendix 6 – Added Process Interaction: Maintenance(Singapore)Appendix 7 – Updated Process Interaction: Maintenance(Miami)Appendix 8 – Added Process Interaction: DistributionCover Page – Updated manual effective date andversionPara 1.1 – Updated document change record to includeschanges for version 19Para 1.2 – Updated list of effective pagesContent page – Updated content pagePara 2.1 – Updated scope of Company managementsystem to include ASA-100 relevancyPara 3 – Updated terms and definition to include ASA100 relevancyPara 4.3 – Updated scope of the Company ManagementSystem to include ASA-100 relevancyPara 4.4.1 Updated Company Management Systemprinciples to include ASA-100 relevancyPara 5.4 – Updated Organisation ChartPara 5.6 – Updated Organisation Chart for AviationMaintenancePara 6.2.1 – Updated objectives to FOCUS 4 2021Para 6.3 – Updated Company Management Systemplanning to include ASA-100 relevancyPara 8.1.4 – Updated to include ASA-100’s 49CFRrelevancyAppendix 2 – Updated Process Interaction(Manufacturing)Appendix 3 – Updated Process Interaction(Maintenance)Appendix 4 – Updated Process Interaction (Distribution)Appendix 8 – Updated Process Interaction: DistributionAppendix 10 – Added Storage Facility and Specification18 Jan 2021Page 6 of 76
1.2LIST OF EFFECTIVE PAGESPage No.1Version19Date18-Jan-2021Page -Jan-2021411724-Apr-202071801 Oct 2020421918-Jan-202181801 Oct 1724-Apr-2020501724-Apr-2020161801 Oct 81724-Apr-2020641724-Apr-2020291724-Apr-2020651801 Oct 2021Satair Company ManualVersion: 1918 Jan 2021Page 7 of 76
Page No.71Version18Date01 Oct 2020721801 Oct 2020731801 Oct atair Company ManualVersion: 19Page No.Version18 Jan 2021DatePage 8 of 76
Content1.CONTENTS & AMENDMENT RECORD . 31.11.21.32.DOCUMENT CHANGE RECORD. 3LIST OF EFFECTIVE PAGES . 7PROFILE OF THE ORGANISATION / SATAIR . 11SCOPE . 112.12.22.3GENERAL . 11PROCESS LANDSCAPE. 12PERMISSIBLE EXCLUSION . 123.TERMS AND DEFINITIONS . 134.CONTEXT OF THE ORGANISATION . 154.14.24.34.45.UNDERSTANDING THE ORGANIZATION AND ITS CONTEXT. 15UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED PARTIES. 18THE SCOPE OF THE COMPANY MANAGEMENT SYSTEM . 18COMPANY MANAGEMENT SYSTEM AND ITS PROCESSES . 19LEADERSHIP . 235.1LEADERSHIP AND COMMITMENT . 235.2CUSTOMER FOCUS . 235.3SATAIR POLICY AND VALUES . 245.4ORGANIZATIONAL ROLES, RESPONSIBILITIES AND AUTHORITIES . 265.5MANAGEMENT REPRESENTATIVE . 385.6ROLES AND RESPONSBILITY APPLICABLE TO AVIATION MAINTENANCE . 39THE ACCOUNTABLE MANAGER WILL ENSURE THAT RESPONSIBILITIES AND AUTHORITIES ARE DEFINED AND COMMUNICATED WITHINTHE MAINTENANCE ORGANIZATION. AN ORGANIZATIONAL CHART HAS BEEN ESTABLISHED TO ILLUSTRATE THE STRUCTURE. . 396.PLANNING. 416.16.26.37.SUPPORT. 447.17.27.37.47.57.67.77.88.ENTERPRISE RISK MANAGEMENT . 41OBJECTIVES . 42COMPANY MANAGEMENT SYSTEM PLANNING . 43PROVISION OF RESOURCES . 44PEOPLE . 44INFRASTRUCTURE. 44ENVIRONMENT FOR THE OPERATION OF PROCESSES . 44KNOWLEDGE MANAGEMENT . 45COMPETENCE, TRAINING AND AWARENESS . 45COMMUNICATION . 45DOCUMENTED INFORMATION . 46OPERATION. 488.18.28.38.48.58.68.7OPERATIONAL PLANNING AND CONTROL . 48REQUIREMENTS FOR PRODUCTS AND SERVICES . 50DESIGN AND DEVELOPMENT . 50CONTROL OF EXTERNALLY PROVIDED PROCESSES, PRODUCTS AND SERVICES . 51PRODUCT AND SERVICE PROVISION . 54RELEASE OF PRODUCTS AND SERVICES . 57CONTROL OF NONCONFORMING PRODUCTS . 57Satair Company ManualVersion: 1918 Jan 2021Page 9 of 76
9.PERFORMANCE EVALUATION . 599.19.210.10.110.2MONITORING, MEASUREMENT, ANALYSIS AND EVALUATION . 59MANAGEMENT REVIEW . 62IMPROVEMENT. 63NONCONFORMITY AND CORRECTIVE ACTION . 63CONTINUOUS IMPROVEMENT . 63APPENDIX 1 – PROCEDURE MATRIX (MAINTENANCE) . 64APPENDIX 2 – PROCESS INTERACTION (MANUFACTURING) . 68APPENDIX 3 – PROCESS INTERACTION (MAINTENANCE) . 69APPENDIX 4 – PROCESS INTERACTION (DISTRIBUTION). 70APPENDIX 5 – PROCESS INTERACTION: MANUFACTURING . 71APPENDIX 6 – PROCESS INTERACTION: MAINTENANCE (SINGAPORE) . 72APPENDIX 7 – PROCESS INTERACTION: MAINTAINENCE (MIAMI) . 73APPENDIX 8 – PROCESS INTERACTION: DISTRIBUTION . 74APPENDIX 9 - TABLE OF ACTIVITIES IN EACH SATAIR LOCATION FOR A220 . 75APPENDIX 10 - STORAGE FACILITY AND SPECIFICATION . 76Satair Company ManualVersion: 1918 Jan 2021Page 10 of 76
1.3PROFILE OF THE ORGANISATION / SATAIRAirbus and Satair aftermarket services joined in 2014 to form Satair Group that was rebrandedto Satair in February 2018; a 100% stand-alone company and Airbus subsidiary. This meantcombining Satair’s strength of being a world leading supplier of aircraft parts that is supportingmajor aircraft and engine families as well as providing service solutions based on long termbusiness partnerships with Airbus’ extensive service and support portfolio, its technicalcompetence, proprietary parts support and worldwide networks. That way Satair is able tocover all material management needs by supplying parts from an extensive new and usedparts portfolio, for mixed fleets throughout their entire life cycle from global stock locations. Inthe frame of parts management services, Satair is offering bespoke integrated supply chainsolutions to manage planning, stocking and logistics. The part support for Airbus aircraft isproviding technical and training support, repairs, kitting and tooling.More than 1,300 employees in 11 locations1 around the world achieve more than 2 billion USDin revenues and more than 21% market share by delivering products and services to morethan 1,000 customers in 130 countries worldwide.Core business of Satair is the distribution of spare parts, consumable material and tools thatare required to operate, repair and maintain aircraft. In addition customers are offered servicessuch as specific material services, trainings, repair service and consulting services across theentire Satair product portfolio.In the frame of Satairs ambition to improve the performance and to develop the services forour customers Satair is exploring new areas such as additive manufacturing and the reuse ofused parts.The continuously improved performance of Satair’s products and service is destined toincrease the customers’ aircraft availability, reduce their cost and allow them to focus on theircore business. The services and products Satair offers to the market are contributing to makingflying safer. At the same time is selling these paving the way to meet our shareholder’sexpectations in terms of revenue and profitability.2. SCOPE2.1GENERALSatair has documented, implemented and maintained the Company Management System thatsatisfies the ISO 9001/ EN/AS9100, EN/AS9110, EN/AS9120, Eaton QAP7.2J21, ISO 14001and ASA-100 as well as applicable statutory and regulatory requirements. The implementedCompany Management System is regularly audited and reviewed to improve its effectivenessin accordance with the standards.It is emphasized that the requirements specified in ISO 9001 EN/AS9100, EN/AS9110 andEN/AS9120, ISO 14001 and ASA-100 are complementary (not alternative) to contractual andapplicable statutory and regulatory requirements. Should there be any conflict between therequirements of this standard and applicable statutory or regulatory requirements, the lattershall take precedence. i.e. requirements specified in ISO 9001, EN/AS9100, EN/AS9120 ,ISO14001 and ASA-100 do not overwrite any statutory and/or regulatory requirements.All employees are responsible for the implementation of the Company Management System.1Including the sites which are not included in the multisite certificate today.Satair Company ManualVersion: 1918 Jan 2021Page 11 of 76
Satair Company Management System (CMS): Identification of the processes needed and their application throughout the organization Determination of the sequence and interaction of these processes Determination criteria and methods needed to ensure that both the operation and controlof these processes are effective Ensuring the availability of resources and information necessary to support the operationand monitoring of these processes Monitoring, measuring and analyzing these processes, if necessary Implementation of actions necessary to achieve planned results and continuousimprovement of these processes2.2PROCESS LANDSCAPEProcess Landscape – Status 12 June 2019ManageCompany:Develop &Source:Processes for directing the company, providing a framework & governance.Processes to develop, provide & manage procured parts & services frombusiness partners & suppliers.Sell:Processes to acquire and grow the business, sell parts & services to businesspartners & customers.Fulfill:Processes to supply (provide, produce & deliver) parts & services as well asaircraft support obligations.Enable:Processes to provide resources in terms of facilities, IS-IT tools, people andso enabling the core processes.2.3PERMISSIBLE EXCLUSIONSatair does not perform any design and/or development of parts or services. As such, thefollowing exclusions apply:§ 8.3 Design and development of products and servicesSatair Company ManualVersion: 1918 Jan 2021Page 12 of 76
3.TERMS AND DEFINITIONSThe terms and definitions used within ISO9001, EN/AS9100, EN/AS9110, EN/AS9120ISO14001 and ASA-100 apply.Airworthiness CertificateA document issued by the civil aviation authority (e.g. EASA Form 1, FAA Form 8130-3, etc)that certifies that the part conforms to the applicable regulatory requirements.Certificate of ConformityA document that certifies product conformity to process, design and/or specificationrequirement; commonly referred to as a ‘Certificate of Conformance.Counterfeit PartA product produced or altered to imitate or resemble a product without authority or right to doso, with the intent to mislead or defraud by passing the imitation as original or genuine.DistributorOrganization carrying out the purchase, storage, splitting or sale of products without affectingproduct conformity.EnvironmentSurroundings in which an organization operates, including air, water, land, natural resources,flora, fauna, humans and their interrelationships.Environmental aspectElement of an organisation’s activities or products and services that interacts or can interactwith the environment e.g. energy consumption.Environmental impactChange to the environment, whether adverse or beneficial, wholly or partially resulting from anorganization’s environmental aspects e.g. greenhouse effect.RiskAn undesirable situation or circumstance that has both a likelihood of occurring and apotentially negative consequence.SplittingThe division of a product either physically or by batch quantity, without affecting the productcharacteristics.Suspected Unapproved PartA product that might not have been or is suspected of not having been produced in accordancewith applicable laws and regulations.Test ReportObjective evidence provided by either the manufacturer or a certified testing facility that theproduct conforms with specific design requirements or properties.Customer owned propertyAny type of instrumentation, accessories, manuals, or shipping containers and any intellectualproperty that belongs to a customer.Satair Company ManualVersion: 1918 Jan 2021Page 13 of 76
Customer supplied productAny type of service or material supplied to be utilized in the manufacture, modification or repairof customer-owned property.ProductThe end item, result of meeting, all contract terms and conditions. (e.g. manufactured goods,merchandise, services etc.)Quality RecordsDocumentation of those activities wherein records of said activities must be maintained will bespecified in the procedure or work instruction level documents, as applicable.Significant ChangeAny change to the quality manual that implements or revises an element of the quality systemthat is required by ASA-100.Satair Company ManualVersion: 1918 Jan 2021Page 14 of 76
4.CONTEXT OF THE ORGANISATION4.1UNDERSTANDING THE ORGANIZATION AND ITS CONTEXT4.1.1 PRODUCTS, PERFORMANCE, RESULTSOur productsThe core business of Satair is the distribution of spare parts, consumable material and toolsthat are required to operate, repair and maintain aircraft. In addition customers are offeredservices such as specific material services, trainings, repair service and consulting servicesacross the entire Satair product portfolio.In the frame of our ambition to improve the performance and to develop the services for ourcustomers Satair is exploring new areas such as adhesive manufacturing and the reuse ofused parts.Our ambitionThe continuously improved performance of Satair’s products and service is destined toincrease the customers’ aircraft availability, reduce their cost and allow them to focus on theircore business. The services and products Satair offers to the market are contributing to makingflying safer. At the same time is selling these paving the way to meet our shareholder’sexpectations in terms of revenue and profitability.4.1.2 INTERESTED PARTIES4.1.2.1 EXTERNAL CUSTOMERSSatair’s customers are MROs (Maintenance, Repair and Overhaul providers), airlines, brokersand distributors of spare parts that are located around the world. Those OEMs (OriginalEquipment Manufacturers) that entrust the distribution of their products to Satair are having aquasi-customer status.4.1.2.2 INTERNAL CUSTOMERSIn the frame of the support obligations for the Airbus fleet Satair has internal customers in theAirbus organizations that make the parts Satair is distributing an integral part of their services;i.e. Major Repair of aircraft, Upgrade Service.4.1.2.3 EMPLOYEESSatair’s 1,300 employees are located in 7 countries around the globe2:ChinaDenmarkGermany3SingaporeUnited Arab Emirates4United Kingdom 5United States of America3%18%46%13%1%2%18%2Reference HR Report 2016Not included in EN/AS9120:2016 EN/AS9100:2016 multisite certificate4Not included in EN/AS9120:2016 EN/AS9100:2016 multisite certificate5Not included in EN/AS9120:2016 EN/AS9100:2016 multisite certificate3Satair Company ManualVersion: 1918 Jan 2021Page 15 of 76
30% of all Satair employees are women and 70% are men. Their nationality is ngaporeanOther17%3%2%15%3%36%13%12%This employee base is completed by personnel of service providers that are predominantlyactive in warehouse logistics. Workload peaks may be covered by temporary staff.4.1.2.4 LOCATIONSSatair is present in eleven locations around the world:The scope of work is different per ��𝐴𝑆1XX𝑊𝐴𝑆 2XSatair Company Manu
manual. Para 4.1.2.4 - Updated Locations Para 4.3 - Updated Scope Of The CMS Para 4.4.1 - Company Management System principles Para 5.1 - Updated Leadership And Commitment Para 5.3.1 - Added Satair Quality And Safety Policy Para 5.3.2 - Updated Satair Values Para 5.4 - Updated Organization Chart
150092 Edwards Telephone Company, Inc. 330880 The Farmers Telephone Company, LLC 330930 Grantland Telecom, LLC 100010 Hampden Telephone Company 542321 Happy Valley Telephone Company 100011 Hartland & St. Albans Telephone Company 123321 Hollis Telephone Company, Inc. 320777 The Home Telephone Company of Pittsboro, Inc. 320778 Home Telephone .
American General Life Insurance Company AGL U.S. Life Insurance Company AGC Life Insurance Company AGC Life U.S. Life Insurance Company The United States Life Insurance Company in the City of New York U.S. Life U.S. Life Insurance Company The Variable Annuity Life Insurance Company VALIC U.S. Life Insurance Company
A company would be a holding company in relation to another company if it possesses control over the other company. Sec 4(4) states that a company shall be deemed to be the holding company of another if, but only if, that other is its subsidiary. 2. Subsidiary company. Sec. 4(1) describes a subsidiary company as follows:
their ownership in the company. In 2009 the company became 100% employee owned. Two years later, the company name was changed to PC Construction Company – a natural progression reflecting the shift from a small, family business started in 1958 to a thriving company fully owned by the employees. PC Construction’s success over
Company have agreed to merge AlAhli Takaful Company into Shield Insurance Company and transfer all assets and liabilities of AlAhli Takaful Company to Shield Insurance Company, whereby (1.43114769137705) shares in Shield Insurance Company will be issued to the shareholders of AlAhli Takaful Company for each share owned by them
company of The Advisory Board Company and its products and services, or (b) an endorsement of the company or its products or services by The Advisory Board Company. The Advisory Board Company is not affiliated with any such company. IMPORTANT: Please read the following. The Advisory Board Company has prepared this report
The Wm. Wrigley Jr. Company was founded in Delaware in 1891 by William Wrigley, Jr. It became a corporation in 1903 where it moved its corporate headquarters to Chicago Illinois. Wrigley Jr. Company competes in the confection industry with an emphasis on chewing gum. Wrigley began with two gum brands, spearmint and juicyFile Size: 1MBPage Count: 140Explore furtherThe Wm. Wrigley Jr. Company Capital Structure, Valuation .www.caseprofessors.com(DOC) The Wm. Wrigley Company Case Romina Ferreira .www.academia.eduThe WM. Wrigley Jr. Company Capital Structure: Case Study .acasestudy.comHARVARD CASE STUDIES: THE WM. WRIGLEY JR. COMP harvardcasestudy.blogspot.c (DOC) The WM. WRIGLEY JR. COMPANY CAPITAL STRUC www.academia.eduRecommended to you b
The Organization of Behavior has played a significant part in the development of behavioural neuroscience for the last 70years. This book introduced the concepts of the “Hebb synapse”, the “Hebbian cell assembly” and the “Phase sequence”. The most frequently cited of these is the Hebb synapse, but the cell assembly may be Hebb’s most important contribution. Even after 70years .
