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shareholder | country | % | source |
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year | business source |
2003 | BIC vend 7,3% of the Razors purchased in France. | Les Echos |
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country | address & contact : production type incentive source |
Brazil | Pimaco : Production, Etiquettes adhésives Les Echos |
China | : usine de stylos Le Figaro |
Colombia | Industria y Comercio BIC de Colombia SA : |
India | Cello Pens (40%), leader indien des stylos : Production, stylos Les Echos |
Mexico | No Sabe Fallar SA de CV : |
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year name | photo position; compensation source |
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year | employees <> | social impact : country source |
2009 | -600 | Internal restructuring: BIC cuts 7% of its global workforce and restructures its factories of Tarragona, in Spain, and in the United States.: | Les Echos |
2008 | -33 | Closure/Bankruptcy: BIC closes the Stypen factory in Joigny, Yonne, approximately half of the employees will be offered jobs in other factories of the group.: France | Les Echos |
2005 | | The group closed 23 factories out of 46 since 1997.: | Le Figaro |
2004 | -40 | Closure/Bankruptcy: SwedenLes Echos | |
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year | employees <> | social impact : country source |
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year |   | sales | income | | buyback | source |
2006 |
| 1,45 | 0,17 | |   | billion Eu€ | |
2004 |
| 1,39 | 0,1 | |   | billion Eu€ | Challenges |
2003 |
| 1,36 | 0,11 | |   | billion Eu€ | |
2002 |
| 1,49 | 0,13 | |   | billion Eu€ | |
2001 |
| 1,53 | 0,26 | |   | billion Eu€ | |
2001 |
| | | | 4,86 | million shares | Les Echos |
2000 |
| 1,53 | 0,12 | |   | billion Eu€ | |
1999 |
| 1,33 | 0,1 | |   | billion Eu€ | |
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year | financial misdemeanor | sales | income | assets | buyback | source |
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year | dubious practice : image source |
2005 | Arguable partnership: Achat au cours de mois de janvier d’un produits du groupe Bic entraînera le reversement automatique de 0,10€ à l’association "L’enfant à l’hôpital": value: Humanitaire; | |
1995 | slogan: 2 lames pour nous les femmes.; | |
1991 | slogan: Bic, pour ne pas jeter l'argent par les fenêtres.; | |
1975 | slogan: Ne changez plus de lame, changez de rasoir; | Challenges |
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