Atlas Renault 2015 March Edition 2016
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Abrites Diagnostics for Nissan/Infiniti User Manual 2019
August Abrites Diagnostics for Nissan/Infiniti User Manual 2019 Abrites Diagnostics for Nissan/Infiniti User Manual Version: 5.7 www.ABRITES.com Manual version: 5.7 1 August Abrites Diagnostics for Nissan/Infiniti User Manual 2019 List of Revisions Date Chapter Description Revision 24.06.2009 Initial version of the document. 2.0 01.06.2013 all Revised, updated, renewed 4.2 02.03.2014 all Revised, updated, renewed; design update; structural and content 4.3 changes 02.10.2015 all Revised, updated 4.5 22.07.2019 all Revised, updated. Diagram for ESL emulator added. 4.5 1. Introduction 2. Standard Diagnostics 2.1 Module Identification 2.2 Reading and clearing of Diagnostic Trouble Codes (DTC) 2.3 Live data values 2.4 Actuator Tests 3. Special Functions 3.1 Key learning 3.2 PIN Code 3.3 Configuration Data NATS Memory Manager 4. Pinouts 5. Supported Models 6. ESL emulator Manual version: 5.7 2 August Abrites Diagnostics for Nissan/Infiniti User Manual 2019 1. Introduction “ABRITES diagnostics for NISSAN/ Infiniti” is a Windows PC based professional diagnostic software for vehicles from the NISSAN group. With the help of this software you can perform complete diagnostic operations of all 2000-present vehicles from the NISSAN group, which are in most cases unsupported by other diagnostic testers manufacturers. The “ABRITES diagnostics for NISSAN” also provides complete standard diagnostics (read faults, erase faults, current data, actuator tests) for NISSAN vehicles. Our PC USB diagnostic interface supports K-Line and CAN- BUS interface. Diagnostics is performed via the OBD-II connector. -
Document Type Communiqué De Presse Groupe
PRESS RELEASE #RenaultResults REVENUES OF €11.3 BILLION IN THE THIRD QUARTER OF 2019 • Group revenues reached €11,296 million (-1.6%) in the quarter. At constant exchange rates and perimeter1, the decrease would have been -1.4%. • The Group sold 852,198 vehicles in the quarter, down -4.4% in a global market down -3.2%2. Excluding Iran, the decrease would have been -1.8% in a market down -2.3%. • The Group is pursuing its pricing policy in the third quarter. Boulogne-Billancourt, 10/25/2019 COMMERCIAL RESULTS: THIRD QUARTER HIGHLIGHTS In the third quarter, Groupe Renault sold 852,198 vehicles, down -4.4% in a market that fell by -3.2%. Excluding Iran, the decrease would have been -1.8% in a market down -2.3%. In Europe, the Group recorded a -3.4% decline in sales in a market up +2.4%. This decrease is partly due to a high comparison basis related to the introduction of the WLTP3 for passenger cars in September 2018 and the awaiting of the full availability of New Clio in Europe. In regions outside Europe, the Group over-performed the market. In a market down -6.2%, the Group recorded a -5.4% decrease in sales, mainly due to the decline in markets in Turkey (-21.7%), Argentina (-30.0%), and the end of sales in Iran since August 2018 (23,649 vehicles sold in the third quarter 2018). Excluding Iran, sales would have been down -0.3%. 1 In order to analyze the change in consolidated revenues at constant perimeter and exchange rates, Groupe Renault recalculates revenues for the current year by applying the average annual exchange rates of the previous year, and excluding significant changes in perimeter that occurred during the year. -
Competing in the Global Truck Industry Emerging Markets Spotlight
KPMG INTERNATIONAL Competing in the Global Truck Industry Emerging Markets Spotlight Challenges and future winning strategies September 2011 kpmg.com ii | Competing in the Global Truck Industry – Emerging Markets Spotlight Acknowledgements We would like to express our special thanks to the Institut für Automobilwirtschaft (Institute for Automotive Research) under the lead of Prof. Dr. Willi Diez for its longstanding cooperation and valuable contribution to this study. Prof. Dr. Willi Diez Director Institut für Automobilwirtschaft (IfA) [Institute for Automotive Research] [email protected] www.ifa-info.de We would also like to thank deeply the following senior executives who participated in in-depth interviews to provide further insight: (Listed alphabetically by organization name) Shen Yang Senior Director of Strategy and Development Beiqi Foton Motor Co., Ltd. (China) Andreas Renschler Member of the Board and Head of Daimler Trucks Division Daimler AG (Germany) Ashot Aroutunyan Director of Marketing and Advertising KAMAZ OAO (Russia) Prof. Dr.-Ing. Heinz Junker Chairman of the Management Board MAHLE Group (Germany) Dee Kapur President of the Truck Group Navistar International Corporation (USA) Jack Allen President of the North American Truck Group Navistar International Corporation (USA) George Kapitelli Vice President SAIC GM Wuling Automobile Co., Ltd. (SGMW) (China) Ravi Pisharody President (Commercial Vehicle Business Unit) Tata Motors Ltd. (India) © 2011 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. Competing in the Global Truck Industry – Emerging Markets Spotlight | iii Editorial Commercial vehicle sales are spurred by far exceeded the most optimistic on by economic growth going in hand expectations – how can we foresee the with the rising demand for the transport potentials and importance of issues of goods. -
Nissan-Note-2015-UK.Pdf
NISSAN NOTE Exterior design | Interior design | Technology & Performance | Style & Accessories | Technical Specifi cations | Price List | Commitments Print | Close REQUEST A TEST DRIVE MAKE A LASTING IMPRESSION BRILLIANTLY STYLISH. Elegant and more dynamic with a lower roofline, steeper windscreen angle, flared wheel arches and a sleek front grill intercepting its swept-back headlamps, the Note’s sharpened silhouette has a lot more scope. Exterior design | Interior design | Technology & Performance | Style & Accessories | Technical Specifi cations | Price List | Commitments Print | Close Page 1 | Page 2 REQUEST A TEST DRIVE IN THE FAST LANE BRILLIANTLY STYLISH. Discover the agile exterior design of the New Nissan Note. The distinctive character lines on the doors sign off its dynamic and aerodynamic profi le. Exterior design | Interior design | Technology & Performance | Style & Accessories | Technical Specifi cations | Price List | Commitments Print | Close Page 1 | Page 2 REQUEST A TEST DRIVE AT HEART PERFECTLY BALANCED. Form meets function in Note’s refined interior. A surprisingly spacious and practical layout, signed off with premium quality trims. A pure invitation to comfort and driving. MM SLIDIN G REAR SEAT Exterior design | Interior design | Technology & Performance | Style & Accessories | Technical Specifi cations | Price List | Commitments Print | Close Page 1 | Page 2 REQUEST A TEST DRIVE A BROAD SPECTRUM DESIGNER VISION IN FOCUS. The minute you set your eyes on the dash, it’s clear. From the ambient lighting on the multi-information display, to the blue-lit data on the combimeter, information stands out in Note. ECO-WATCH. The combimeter delivers all your driving data in high definition and includes two new ecometers that measure throttle efficiency and fuel economy in real time. -
Environmental Data [P116-141]
NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2017 116 CONTENTS INTRODUCTION CEO MESSAGE NISSAN’S CSR STRATEGIES NISSAN’S CSR MANAGEMENT RENAULT-NISSAN ALLIANCE CSR DATA THIRD-PARTY ASSURANCE CORPORATE GOVERNANCE & ENVIRONMENT SAFETY PHILANTHROPY QUALITY VALUE CHAIN EMPLOYEES ECONOMIC CONTRIBUTION INTERNAL CONTROL ENVIRONMENTAL DATA Regarding Data for Publication 117 129 ● Fiscal year: April 1, 2016, through March 31, 2017. Material Balance 117 Fuel Economy, CO2 129-132 ● Scope: All Nissan manufacturing facilities, management offices and subsidiaries worldwide covered under consolidation of Nissan Motor Co., Ltd., and equity method affiliated manufacturing companies. Energy Technologies 117-118 133-134 ● Environment Management Regions: Managed companies included in the scope are categorized by following regions: CO2 119-120 Other Emissions 134-135 Japan: Japan North America: United States, Mexico, Canada Water 120-121 Lifecycle Assessments (LCAs) 136-137 Europe: United Kingdom, Spain, Russia, Germany, Italy, France, Netherlands, Belgium, Hungary, Finland, Switzerland (Russia data moved from Others and included in Europe from fiscal 2013) Emissions 122-123 Materials, Recycling 138 Others: China, Thailand, Indonesia, India, Australia, South Africa, Brazil, Egypt, Vietnam, UAE, others Waste 123-124 ELV Programs 139 ● Calsonic Kansei Corporation became out of scope in fiscal 2016 though it is included in the data for fiscal 2016. However, Calsonic Kansei Corporation is not included in CO2 emission calculation of scope 3 employee commuting. Logistics 124-126 Restatement of Information Provided in Previous Years Supply Chain 126-127 ● Fiscal 2015 data were reviewed and some were revised. Environmental Accounting 127 139 Facility 128 140 Third-Party Assurance 140 GRI Index 141 page_22 See p. 22, Employee Engagement and Education, for additional environment-related information. -
P 01.Qxd 6/30/2005 2:00 PM Page 1
p 01.qxd 6/30/2005 2:00 PM Page 1 June 27, 2005 © 2005 Crain Communications GmbH. All rights reserved. €14.95; or equivalent 20052005 GlobalGlobal MarketMarket DataData BookBook Global Vehicle Production and Sales Regional Vehicle Production and Sales History and Forecast Regional Vehicle Production and Sales by Model Regional Assembly Plant Maps Top 100 Global Suppliers Contents Global vehicle production and sales...............................................4-8 2005 Western Europe production and sales..........................................10-18 North America production and sales..........................................19-29 Global Japan production and sales .............30-37 India production and sales ..............39-40 Korea production and sales .............39-40 China production and sales..............39-40 Market Australia production and sales..........................................39-40 Argentina production and sales.............45 Brazil production and sales ....................45 Data Book Top 100 global suppliers...................46-50 Mary Raetz Anne Wright Curtis Dorota Kowalski, Debi Domby Senior Statistician Global Market Data Book Editor Researchers [email protected] [email protected] [email protected], [email protected] Paul McVeigh, News Editor e-mail: [email protected] Irina Heiligensetzer, Production/Sales Support Tel: (49) 8153 907503 CZECH REPUBLIC: Lyle Frink, Tel: (49) 8153 907521 Fax: (49) 8153 907425 e-mail: [email protected] Tel: (420) 606-486729 e-mail: [email protected] Georgia Bootiman, Production Editor e-mail: [email protected] USA: 1155 Gratiot Avenue, Detroit, MI 48207 Tel: (49) 8153 907511 SPAIN, PORTUGAL: Paulo Soares de Oliveira, Tony Merpi, Group Advertising Director e-mail: [email protected] Tel: (35) 1919-767-459 Larry Schlagheck, US Advertising Director www.automotivenewseurope.com Douglas A. Bolduc, Reporter e-mail: [email protected] Tel: (1) 313 446-6030 Fax: (1) 313 446-8030 Tel: (49) 8153 907504 Keith E. -
Future Evolution of Light Commercial Vehicles' Market
POLITECNICO DI TORINO Department of Management and Production Engineering Master of science course in Engineering and Management Master thesis Future evolution of light commercial vehicles’ market Concept definition for 2025 Academic supervisor: Prof. Ing. Marco Cantamessa Company supervisor: Ing. Franco Anzioso Candidate: Valerio Scabbia Academic year 2017/2018 To my parents 2 1 Introduction .......................................................................... 5 2 Methodology and aim of the work ....................................... 6 2.1 Structure……….……………………………………………...…...6 3 Definitions ............................................................................ 7 3.1 Market segments .......................................................................... 7 3.2 Technologies ................................................................................ 9 4 Light commercial vehicles market ..................................... 10 4.1 Definition of LCV ...................................................................... 10 4.2 Customer segmentation .............................................................. 11 4.3 Operating costs .......................................................................... 13 5 Trends… ............................................................................. 14 5.1 Macro Trends ............................................................................. 15 5.2 Regulations ................................................................................ 18 5.3 Sustainability ............................................................................ -
Comparative Reflections on the Carlos Ghosn Case and Japanese Criminal Justice
Volume 18 | Issue 24 | Number 2 | Article ID 5523 | Dec 15, 2020 The Asia-Pacific Journal | Japan Focus Comparative Reflections on the Carlos Ghosn Case and Japanese Criminal Justice Bruce E. Aronson, David T. Johnson he would have fared better under American law, nor is it obvious that justice would have Abstract: The arrest and prosecution of Nissan been better realized. executive Carlos Ghosn, together with his dramatic flight from Japan, have focused Key words: criminal justice, white-collar unprecedented attention on Japan’s criminal crime, Japan, United States, Carlos Ghosn, justice system. This article employs comparison hostage justice, conviction rates, confessions, with the United States to examine issues in plea bargaining Japanese criminal justice highlighted by the Ghosn case. The criminal charges and procedures used in Ghosn’s case illustrate several serious weaknesses in Japanese criminal justice—including the problems of prolonged detention and interrogation without a defense attorney that have been characterized as “hostage justice.” But in comparative perspective, the criminal justice systems in Japan and the U. S. have some striking similarities. Most notably, both systems rely on coercive means to obtain admissions of guilt, and both systems have high conviction rates. The American counterpart to Japan’s use of high-pressure tactics to obtain confessions is a system of plea bargaining in which prosecutors use the threat of a large “trial tax” Carlos Ghosn in Detention in Japan (a longer sentence for defendants who insist upon their right to a trial and are then convicted) to obtain guilty pleas. An apples-to- apples comparison also indicates that Japan’s Introduction “99% conviction rate” is not the extreme outlier that it is often said to be. -
Renault 16 01 Project Background 01 La Genèse Du Projet
RENAULT CLASSIC LES CAHIERS PASSION RENAULT 16 01 PROJECT BACKGROUND 01 LA GENÈSE DU PROJET The story began in 1958 with the everything changed. manager, Christian Beullac. They of Project 114 had not been well pour mener les essais sur route… Christian Beullac. Tous adhèrent reintroduction of the Frégate. This were all in favour of Pierre Dreyfus' received by his teams. Deeply C’est paradoxalement là que tout aux idées neuves de Pierre Dreyfus In early 1961, Pierre Dreyfus made 11 h.p. saloon car, first introduced new ideas regarding planning for committed to the project, the bascule. en matière de planification de la the decision to end the project. There towards the end of 1950, never growth and the implementation of engineers and technicians could not croissance, et de mise en place were numerous reasons behind this Pierre Dreyfus prend la décision, proved as successful in France as an export policy. They all also hide their disappointment. Georges' d’une politique d’exportation. Tous, decision and they were mounting: début 1961, de stopper le projet. it did in the export market. Pierre supported their chairman's structural aim was therefore to rally his staff encore, suivent leur Président dans the collapse of sales in the United Les raisons sont multiples et Dreyfus, chairman of a state-owned decisions for Project 115: "It will be and renew their motivation with a son choix structurel sur le projet States, tension in various European s’additionnent les unes aux autres : company which became a leading a 1500 cc car", in other words an unifying project: as it was presented, 115 : « ce sera une 1500 cm3 », markets, the provisional cost of the effondrement des ventes aux États- specialist in small cars, remained upper middle-class, rather than a Project 115 quite clearly represented autrement dit une voiture moyenne extravagant project, questions Unis, tensions sur différents marchés convinced of the need to offer a big top-of-the-range model. -
AVTOVAZ Call with Financial Analysts
AVTOVAZ Call with Financial Analysts Nicolas MAURE / Dr. Stefan MAUERER CEO / CFO 16.01.2017 Disclaimer Information contained within this document may contain forward looking statements. Although the Company considers that such information and statements are based on reasonable assumptions taken on the date of this report, due to their nature, they can be risky and uncertain and can lead to a difference between the exact figures and those given or deduced from said information and statements. PJSC AVTOVAZ does not undertake to provide updates or revisions, should any new statements and information be available, should any new specific events occur or for any other reason. PJSC AVTOVAZ makes no representation, declaration or warranty as regards the accuracy, sufficiency, adequacy, effectiveness and genuineness of any statements and information contained in this report. Further information on PJSC AVTOVAZ can be found on AVTOVAZ’s web sites (www.lada.ru/en and http://info.avtovaz.ru). AVTOVAZ Call with Financial Analysts 16.01.2017 2 AVTOVAZ Overview Moscow International Automobile Salon 2016 AVTOVAZ 50-years History 1966/1970 VAZ 2101 2016 LADA XRAY AVTOVAZ Call with Financial Analysts 16.01.2017 4 AVTOVAZ Group: Key information 408 467 Cars & KDs produced 20.1% MOSCOW AVTOVAZ 331 Representative office sales points 30 IZHEVSK LADA-Izhevsk countries TOGLIATTI plant AVTOVAZ Head-office & 2015: 176.5 B-Rub (2.6 B-Euro) Togliatti plants 2016: estimated T/O > 2015 51 527 p. AVTOVAZ Call with Financial Analysts 16.01.2017 5 LADA product portfolio -
ATLAS-Anglais-MARS2013
COUV-ATLAS2011-ANG 19/02/13 10:19 Page 1 RENAULT ATLAS MARCH 2013 (www.renault.com) (www.media.renault.com) DRIVE THE CHANGE Cover concept: Angie - Design/Production: Scriptoria - VESTALIA RENAULT ATLAS MARCH 2013 01 CONTENTS Key figures (1) 02 Key facts and figures KEY FIGURES 04 The simplified structure of the Renault Group 05 The Renault Group, three brands THE RENAULT-NISSAN ALLIANCE € million 41,270 07 Structure 2012 revenues 08 A dedicated team to accelerate synergies 09 The Alliance in 2012 LE GROUPE RENAULT 12 Organization chart 14 Vehicle ranges 20 Engine and gearbox ranges 24 Motor racing RENAULT GROUP 2011 2012 28 Renault Tech 29 Parts and accessories Revenues 42,628 41,270 30 Financial information € million 31 RCI Banque Net income - Group share 2,139 1,735 32 Corporate social responsibility 33 Workforce € million Workforce 128,322 127,086 Number of vehicles sold(2) 2,722,883 2,550,286 DESIGN, PRODUCTION AND SALES 36 Research & development 40 Production sites 42 Worldwide production 48 Purchasing 49 Supply chain 50 Distribution network 51 Worldwide sales 54 Sales in Europe 60 Sales in Euromed-Africa (1) Published figures. 61 Sales in Eurasia (2) Renault Group including AVTOVAZ. 62 Sales in Asia-Pacific and China 63 Sales in Americas 64 114 years of history page This document is also published on the renault.com and declic@com websites. RENAULT ATLAS MARCH 2013 02 / 03 KEY FACTS AND FIGURES 2012 OCTOBER The Sandouville factory is transformed, ready to build the future Trafic. Renault enters into negotiations with JANUARY social partners, aimed at identifying and Renault further develops the entire developing the conditions and resources Mégane family, the brand's flagship required to guarantee a sound, sustai- for Quality, with the 2012 Collection. -
Dem Zeitgeist Immer Ein Stück Voraus
Kurzfassung Renault Design setzt auf Differenzierung Dem Zeitgeist immer ein Stück voraus ?? Eigenständige Designkultur als strategisches Unternehmensziel ?? Konzeptionelle Kreativität stärkt Markenidentität ?? Wegweisende Entwürfe mit zeitloser Formensprache Renault hat ein mutiges und eigenständiges Produktdesign als unternehmerisches Kernziel formuliert und misst ihm in allen Fahrzeugsegmenten – vom kompakten Twingo bis zum luxuriösen Vel Satis – eine hohe strategische Bedeutung zu. „Renault setzt beim Design und in der Konzeption neuer Modelle bewusst auf Differenzierung und Eigenständigkeit“, betont Konzernchef Louis Schweitzer. Wegweisendes Design artikuliert Markenidentität Meilensteine in allen Fahrzeugsegmenten wie der wendige Twingo (Debüt 1992), der familienfreundliche Scénic (Debüt 1996), der praktische Kangoo (Debüt 1997) oder der komfortable Vel Satis (Debüt 2002) brechen bewusst mit dem Design herkömmlicher Modelle und tragen maßgeblich dazu bei, die Renault-Markenidentität „visionär, mutig und mit Herz“ noch prononcierter zu betonen. Als „Créateur d’Automobiles“ gibt sich das Unternehmen nicht mit uniformer Austauschware zufrieden, sondern präsentiert optisch attraktive und konzeptionell eigenständige Produkte. Dabei stehen die Bedürfnisse der Kunden auch für die stilistischen Vorgaben der Designer stets im Mittelpunkt. Im fruchtbaren Austausch zwischen den ästhetischen und den rationalen Kriterien entsteht ein in sich schlüssiges und Marken-typisches Automobil-Design. Die stringente Renault Design-Philosophie findet im