Rci Finance Maroc

Total Page:16

File Type:pdf, Size:1020Kb

Rci Finance Maroc RCI FINANCE MAROC DOCUMENT DE REFERENCE RELATIF A L’EXERCICE 2018 ET AU PREMIER SEMESTRE 2019 Enregistrement de l’Autorité Marocaine du Marché des Capitaux (AMMC) Conformément aux dispositions de la circulaire de l’AMMC, le présent document de référence a été enregistré par l’AMMC en date du 20 novembre 2019 sous la référence EN/EM/005/2019. Le présent document de référence ne peut servir de base pour effectuer du démarchage ou pour la collecte des ordres dans le cadre d’une opération financière que s’il fait partie d’un prospectus dument visé par l’AMMC. Document de Référence de RCI Finance Maroc AVERTISSEMENT Le présent document de référence a été enregistré par l’AMMC. L’enregistrement du document de référence n’implique pas authentification des informations présentées. Il a été effectué après examen de la pertinence et de la cohérence de l’information donnée. L’attention du public est attirée sur le fait que le présent document de référence ne peut servir de base pour le démarchage financier ou la collecte d’ordres de participation à une opération financière s’il ne fait pas partie d’un prospectus visé par l’AMMC. Le présent document de référence peut faire l’objet d’actualisations ou de rectifications. Les utilisateurs de ce document de référence sont appelés à s’assurer de disposer, le cas échéant, desdites actualisations et rectifications. 2 Document de Référence de RCI Finance Maroc SOMMAIRE I. ABREVIATIONS .......................................................................................................................................... 5 II. DEFINITIONS .............................................................................................................................................. 6 PARTIE I. ATTESTATIONS ET COORDONNEES .................................................................................... 7 I. LE PRESIDENT DU CONSEIL D’ADMINISTRATION .................................................................................... 8 II. LES COMMISSAIRES AUX COMPTES ......................................................................................................... 9 III. L’ORGANISME CONSEIL .......................................................................................................................... 10 IV. LE RESPONSABLE DE L’INFORMATION ET DE LA COMMUNICATION FINANCIERE ................................ 11 PARTIE II. PRESENTATION GENERALE DE RCI FINANCE MAROC .............................................. 12 I. RENSEIGNEMENTS A CARACTERE GENERAL .......................................................................................... 13 II. RENSEIGNEMENTS SUR LE CAPITAL DE RCI FINANCE MAROC ............................................................. 15 III. ENDETTEMENT DE RCI FINANCE MAROC ............................................................................................. 19 PARTIE III. GOUVERNANCE DE RCI FINANCE MAROC ................................................................... 25 I. ASSEMBLEES GENERALES ....................................................................................................................... 26 II. ORGANES D’ADMINISTRATION ............................................................................................................... 29 III. ORGANES DE DIRECTION ......................................................................................................................... 35 PARTIE IV. ACTIVITE DE RCI FINANCE MAROC ............................................................................... 42 I. HISTORIQUE DE L’EMETTEUR ................................................................................................................. 43 II. APPARTENANCE DU GROUPE RCI FINANCE MAROC A RCI BANK & SERVICES ET AU GROUPE RENAULT ................................................................................................................................................ 45 III. FILIALE DE RCI FINANCE MAROC ......................................................................................................... 54 IV. SECTEUR D’ACTIVITE DE RCI FINANCE MAROC ................................................................................... 56 V. PRODUITS DE RCI FINANCE MAROC...................................................................................................... 83 PARTIE V. INFORMATION ENVIRONNEMENTALES ET SOCIALES ............................................... 94 I. POLITIQUE RSE ...................................................................................................................................... 95 II. RESSOURCES HUMAINES ......................................................................................................................... 98 PARTIE VI. STRATEGIE D’INVESTISSEMENT ET MOYENS TECHNIQUES ................................. 102 I. STRATEGIE D’INVESTISSEMENT ............................................................................................................ 103 II. MOYENS TECHNIQUES ET INFORMATIQUES DE RCI FINANCE MAROC .............................................. 104 PARTIE VII. SITUATION FINANCIERE CONSOLIDEE DE RCI FINANCE MAROC ..................... 109 I. INFORMATIONS FINANCIERES CONSOLIDEES SELECTIONNEES ENTRE 2016 ET 2018 ......................... 110 II. RAPPORT DES COMMISSAIRES AUX COMPTES ...................................................................................... 111 III. PERIMETRE ET METHODES DE CONSOLIDATION .................................................................................. 117 IV. ANALYSE DU COMPTE DE RESULTAT CONSOLIDE ................................................................................ 118 V. ANALYSE DE LA SOLVABILITE ET STRUCTURE DU BILAN CONSOLIDE ................................................. 129 3 Document de Référence de RCI Finance Maroc VI. TABLEAU DES FLUX DE TRESORERIE .................................................................................................... 135 PARTIE VII. SITUATION FINANCIERE CONSOLIDEE SEMESTRIELLE DE RCI FINANCE MAROC 137 I. PRESENTATION DE L’ACTIVITE ET DES PRINCIPAUX INDICATEURS SEMESTRIELS.............................. 138 II. ATTESTATIONS DES AUDITEURS INDEPENDANTS SUR LES COMPTES SEMESTRIELS ............................ 139 III. PERIMETRE ET METHODES DE CONSOLIDATION .................................................................................. 143 IV. COMPTE DE RESULTAT CONSOLIDE SEMESTRIEL ................................................................................ 144 V. ANALYSE DE LA SOLVABILITE ET STRUCTURE DU BILAN CONSOLIDE SEMESTRIEL ........................... 150 PARTIE VIII. PERSPECTIVES ................................................................................................................ 154 PARTIE IX. FAITS EXCEPTIONNELS ................................................................................................... 157 PARTIE X. LITIGES ET AFFAIRES CONTENTIEUSES ...................................................................... 159 PARTIE XI. FACTEURS DE RISQUE ..................................................................................................... 161 VI. RISQUE CLIENT ...................................................................................................................................... 162 VII. RISQUE DE TAUX DE SORTIE .................................................................................................................. 162 VIII. RISQUE TAUX REFINANCEMENT ............................................................................................................ 162 IX. RISQUE DE LIQUIDITE ........................................................................................................................... 162 X. RISQUE DE MODIFICATION DU CADRE REGLEMENTAIRE ..................................................................... 163 XI. RISQUE FISCAL ...................................................................................................................................... 163 XII. RISQUE DE REMBOURSEMENT ANTICIPE .............................................................................................. 163 XIII. RISQUE OPERATIONNEL ....................................................................................................................... 164 XIV. LE RISQUE DE DEPENDANCE AUX VENTES DE RENAULT AU MAROC ................................................... 164 XV. LE RISQUE LIE A LA COMPOSITION DU PORTEFEUILLE CLIENTS DE RCI ............................................ 164 XVI. LE RISQUE LIE A LA CONCENTRATION DE CERTAINS CONCESSIONNAIRES DANS L’ENCOURS RESEAU DE RCI ....................................................................................................................................................... 165 XVII. LE RISQUE DE CHANGE .......................................................................................................................... 165 PARTIE XII. ANNEXES ............................................................................................................................ 166 4 Document de Référence de RCI Finance Maroc I. Abréviations ALM Asset and Liability Management (Gestion Actif-Passif) APSF Association Professionnelle des Sociétés de Financement BAM Bank Al Maghrib BNR Bénéfice Net Réel BNS Bénéfice Net Simplifié BSF Bons de Sociétés de Financement CAF Capacité d’autofinancement CBU Completly Built-Up CKD Completly Knocked Down CMR Caisse Marocaine des Retraites CT Court terme ESM Encours Sain Moyen IR Impôt sur
Recommended publications
  • Securities Report Renault (E05907)
    SECURITIES REPORT 1. This document is a printed copy, with table of contents and page numbers inserted, of the data of the Securities Report under Article 24, Paragraph 1 of the Financial Instruments and Exchange Law filed on May 23, 2012 through Electronic Disclosure for Investors’ Network (EDINET) provided for in Article 27-30-2 of such Law. 2. The documents attached to the Securities Report filed as stated above are not included herein. However, a copy of the audit report is attached at the end hereof. RENAULT (E05907) (TRANSLATION) Cover Page Document Name: Securities Report Based on: Article 24, Paragraph 1 of the Financial Instruments and Exchange Law Filed with: The Director General of Kanto Local Finance Bureau Filing Date: May 23, 2012 Fiscal Year: From January 1, 2011 to December 31, 2011 Corporate Name: Renault Name and Title of Representative: Carlos Ghosn Chairman and Chief Executive Officer Location of Head Office: 13-15, Quai Le Gallo, 92100 Boulogne-Billancourt France Name of Attorney-in-fact: Tsutomu Hashimoto, Attorney-at-law Address of Attorney-in-fact: Nagashima Ohno & Tsunematsu Kioicho Building, 3-12, Kioicho, Chiyoda-ku, Tokyo Telephone Number: 03-3288-7000 Name of Person to Contact: Akiko Tomiyama, Attorney-at-law Place to Contact: Nagashima Ohno & Tsunematsu Kioicho Building, 3-12, Kioicho, Chiyoda-ku, Tokyo Telephone Number: 03-3288-7000 Place(s) of Public Inspection: Not applicable TABLE OF CONTENTS PART I CORPORATE INFORMATION I. SUMMARY OF LAWS AND REGULATIONS IN THE COUNTRY TO WHICH THE COMPANY BELONGS ............................................ 1 1. Summary of Corporate System, etc. ............................................................................... 1 2. Foreign Exchange Control System ..............................................................................
    [Show full text]
  • 2020 Annual Report, of Which the Magazine Section Can Be Viewed on the Following Link
    2020 ANNUAL THE REPORT FINANCIAL REPORTS RCI BANQUE ORGANIZATION CHART 2020 RENAULT S.A.S. 100% RCI BANQUE S.A. ALGERIA GERMANY ARGENTINA AUSTRIA BELGIUM BRAZIL COLOMBIA 100% 100% 99.92% 100% RCI Banque RCI Banque RCI Banque RCI Services S.A. S.A. Administradora Sucursal RCI Financial RCI Servicios Algérie S.A.R.L. Niederlassung Niederlassung de Consõrcio Argentina Services S.A. Colombia S.A.S Deutschland Österreich RCI Brasil Ltda 100% 100% .11% 51% RCI Rombo RCI Colombia Versicherungs Compañía Autofin Banco RCI S.A. - Service Financiera S.A. Brasil S.A. Compañía De GmbH Financiamiento 50.10% 100% 100% Renault Crédit Corretora RCI Brasil Courtage S.A. Car (partnership) de Seguros Serviços e (Equity method) RCI Brasil S.A. Participações Ltda CZECH UNITED MALTA MOROCCO NETHERLANDS POLAND PORTUGAL REPUBLIC ROMANIA KINGDOM 100% 100% 100% 50% 100% 100% RCI Banque RCI Banque SPOLKA RCI Leasing RCI Services RCI Finance RCI Financial Sucursal RCI Financial RCI Bank AKCYJNA Romania IFN Ltd Maroc S.A. Services B.V. Portugal Services S.r.o. UK Ltd W POLSCE S.A. 100% 100% 50% 100% 100% 100% 100% 100% RN SF B.V.(*) RCI Finance RCI Insurance RCI Leasing RCI Finantare RCI Financial RDFM S.A.R.L. (Equity method) RCICOM S.A. C.Z. Ltd Polska Sp. z.o.o. Romania S.R.L. Services Ltd S.r.o. 100% 60% 100% RCI Gest (*) Seguros RCI Broker RCI Life BARN B.V Mediadores (Equity method) de asigurare Ltd de Seguros S.R.L. L.d.a SubsidiaryBranch Non-consolidated subsidiary (*) Organization of the activity in Russia.
    [Show full text]
  • Business Report 2020 Rci Bank and Services(1) in Brief
    BUSINESS REPORT 2020 RCI BANK AND SERVICES(1) IN BRIEF RCI Bank and Services offers financial solutions and services to facilitate access to automotive mobility for Alliance customers(2). By taking into account the specificities of each brand and anticipating the new needs and uses of their customers, RCI Bank and Services supports their commercial policies to win over and retain new customers. RCI Bank and Services is at the crossroads of three worlds: º TOTAL NUMBER OF VEHICLE CONTRACTS the automotive industry through its history, banking through its (in thousands) business and services through its offers. On a daily basis in 36 countries around the world, RCI Bank and Services supports the 1,771 1,799 1,798 development of the Alliance brands and their dealer networks 1,564 1,520 by offering a complete range of financing solutions, insurance and services to their customers. 2016 2017 2018 2019 2020 º NEW FINANCINGS (excluding personal loans and credit cards / in millions of euros) 21,395 20,604 20,922 17,933 17,828 TAILOR-MADE OFFERS FOR EACH TYPE OF CUSTOMER For retail customers, we offer financing solutions and services adapted to their projects and their uses in order to facilitate, support and enrich their experience, throughout their automotive mobility journey. Our solutions 2016 2017 2018 2019 2020 and services apply to both new and used vehicles. For professional customers, we provide a wide range of mobility º NET ASSETS AT YEAR-END(3) solutions to free them from the constraints of managing their (in millions of euros) vehicle fleet and allow them to focus on their core business.
    [Show full text]
  • Nissan Renault Financial Services India Private Limited
    Nissan Renault Financial Services India Private Limited December 03, 2018 Summary of rated instruments Previous Rated Current Rated Instrument Rating Action Amount (Rs. crore) Amount (Rs. crore) Non-Convertible Debenture 200.00 200.00 [ICRA]AAA (Stable); Outstanding Programme Commercial Paper 300.00 300.00 [ICRA]A1+; Outstanding Total 500.00 500.00 Rationale ICRA takes note of Moody's rating action1 on Nissan Motor Co Limited (Nissan; rated A2/Negative/P-1) following the weakening observed in its earnings profile. ICRA also takes note of the removal of the Chairman (Mr. Carlos Ghosn) and a Representative Director (Mr. Greg Kelly) from Nissan's board following the emergence of serious misconduct and misreporting on their part, which led to their arrest on November 19, 2018. Mr. Ghosn is also the CEO of Renault S A (Renault; rated Baa3/Positive/P-3 by Moody’s) and the Nissan-Renault-Mitsubishi alliance. ICRA would closely monitor the emerging situation on account of the above-mentioned developments and their impact on Nissan Renault Financial Services India Private Limited (NRFSI). Given that ICRA’s ratings factor in strong support from the parent entities, any adverse impact on the credit profile of the parent entities would affect NRFSI’s rating. Currently, Nissan holds a 70% stake in NRFSI through its wholly-owned subsidiary Nissan International Holdings B.V., while the remaining stake (30%) is held by RCI Banque (RCI; rated Baa1/Positive/P-2 by Moody’s), a wholly owned subsidiary of Renault. The strong parentage provides operational, managerial and financial support (both debt and equity capital) to NRFSI.
    [Show full text]
  • ATLAS 2014 APRIL 2015 EDITION EOLAB Concept Car Cover: KWID Concept Car CONTENTS
    RENAULT ATLAS 2014 APRIL 2015 EDITION EOLAB concept car Cover: KWID concept car CONTENTS 02 / RENAULT GROUP 04 / Key figures 05 / One Group, 3 brands 06 / Group highlights 08 / Highlights for the Europe region 10 / Highlights for the Africa-Middle East-India region 11 / Highlights for the Eurasia region 12 / Highlights for the Asia-Pacific region 13 / Highlights for the Americas region 1 14 / Strategic plan 15 / Simplified structure/Equity ownership 16 / Organization chart 18 / Financial information 19 / Workforce 20 / Corporate social responsibility 21 / Milestones, over 115 years of history 22 / MANUFACTURING AND SALES 24 / Industrial sites 26 / Global production 31 / Global sales 34 / Sales in the Europe region 2 38 / Sales in the Africa-Midle East-India region 40 / Sales in the Eurasia region 42 / Sales in the Asia-Pacific region 44 / Sales in the Americas region 46 / PRODUCTS AND BUSINESS 48 / Vehicle ranges 54 / Powertrains 58 / Motorsport 61 / Research and development 64 / Light commercial vehicles 65 / Electric vehicles 66 / Purchasing 3 67 / Supply chain 68 / Sales network 69 / RCI Banque 70 / After-sales 71 / Renault Tech 72 / RENAULT-NISSAN ALLIANCE 74 / Overview 75 / Highlights 76 / Synergies 77 / Organization chart of shared departments 78 / Partnerships 80 / Sales 4 01 Renault dealership at Wuhan (China). RENAULT GROUP Renault has been making cars since 1898. Today it is an international group with global sales of over 2.7 million vehicles in 2014. The Group is developing three complementary brands: the global brand Renault, the regional brand Dacia, and the local brand Renault Samsung Motors. The Renault-Nissan Alliance is the world’s fourth-largest automotive group.
    [Show full text]
  • Dodgy Business 1
    The Weekly Journal: Dodgy Business 1 The Weekly Journal - Volume 12, Issue 31 - August 2nd 2006 Dodgy Business The latest round of political turbulence has highlighted Formula One's highs and lows, according to Tony Dodgins By Tony Dodgins autosport.com columnist The "mass damper" issue that shaped last weekend's German Grand Prix characterises, simultaneously, F1's fascination and its failings. Suffice to say that the matter could be crucial to the outcome of the championship. The politicking and the timing are suspiciously smelly. Typically F1, in fact. It's sport, yes, but it's also soap. The ingenuity of the systems and the background to the whole story is fascinating if you're into the nitty-gritty but I felt sympathy for a Fleet St colleague on the phone to his sports editor in Hockenheim. "What have you got for us?" his desk wanted to know. "Well, there's a row kicking off about something on the Renault that's been banned and looks like screwing it. It could mean the championship battle swinging towards Ferrari." "Oh, right, what's going on?" http://www.autosport.com/journal/article.php/id/688 © 2006 autosport.com The Weekly Journal: Dodgy Business 2 "Well, the Renault has this mass damper system and the governing body has suddenly decided it's illegal, despite it being on the car since last September. They aren't running it here and some people are saying it's going to cost them 0.3s per lap. So Alonso's up against it." "What did you call it?" "A mass damper system." "And only Renault has it?" "No, actually, seven teams have got it." "So why has it hurt Renault so badly." "Because the whole car's been conceptualised around it I think, while the others have just copied it." "What does it do?" "It"s to do with suspension and maximising the tyre contact patch." Silence.
    [Show full text]
  • Additional Information on the Renault Group Composition 2017
    Additional information on the Group composition established according to French regulation n° 2016-09 as of December 2, 2016 from the French Accounting Standard Authority (“Autorité des Normes Comptables”) 2017 Content: 1. Exhaustive list of the consolidated entities 2 2. List of the entities classified as “non-consolidated investments” 8 a. Controlled entities excluded from the consolidation scope classified in “other current assets” (Note 17) 8 b. Non-controlled entities classified in “non-current financial assets” (Note 22) 9 1 1. Exhaustive list of the consolidated entities This is an exhaustive list supplementing the list presented in the note 31 to the 2017 consolidated financial statements. Head Office % of the capital held Name Consolidation method Country directly and indirectly Renault SA France Consolidating company Consolidating company AUTOMOTIVE (excluding AVTOVAZ) FRANCE Renault s.a.s France 100 Full consolidation Auto Châssis International (ACI) Le Mans France 100 Full consolidation Auto Châssis International (ACI) Villeurbanne France 100 Full consolidation Boone Comenor France 33 Equity method Centre de Gestion France 100 Full consolidation Fonderie de Bretagne France 100 Full consolidation IDVE France 100 Full consolidation IDVU France 100 Full consolidation Indra Investissements France 50 Equity method Maubeuge Construction Automobile (MCA) France 100 Full consolidation R.G.T.Im France 100 Full consolidation RDREAM France 100 Full consolidation Renault Environnement France 100 Full consolidation Renault Retail Group
    [Show full text]
  • Sport Automobile Grands Constructeurs
    E.M.Lyon – MSc in Management Projet de Fin d’Etudes Sport Automobile et Grands Constructeurs PProblématique:roblématique: Engagement en sport automobile, quelles retombées pour les grands constructeurs ? Quelles sont les stratégies des différents constructeurs ? Comment s’engager et quels moyens mettre en œuvre ? Quelles retombées pour le constructeur (Média, Notoriété, Ventes) Quelle utilisation de l’engagement en compétition dans le projet industriel de l’entreprise ? Renault R25 : Victoire de Fernando Alonso au GP de Bahrein Christophe de CHANTERAC 1 Introduction 1. La construction automobile Mondiale en 2006 2. le sport automobile international en 2006 3. Pour un constructeur, qu’est ce que s’engager en sport automobile ? 4. Problématique I. Engagement : Les enjeux stratégiques 1. Les contraintes nécessaires à l’engagement 2. Les buts recherchés par le constructeur a) Les ressources héritées d’une tradition sportive b) Le sport automobile : Quelle valeur pour les constructeurs 3. Des engagements différents pour des objectifs différents a) Ferrari: l’engagement le plus cohérent et le plus abouti b) Ford : de nombreux projets d`engagement en sport automobile portés par une tradition sportive du groupe. c) Renault : La Formule 1 au service du développement du groupe à l`international. d) Peugeot : une approche du sport automobile autour de projets et de défis. II. Moyens et Ressources : Les aspects financiers 1. Detail des coûts et ressources dans différents sports automobiles. Notion de ticket d’entrée a) La notion de coût plancher b) Le couple Budget-Resultats : La course aux armements c) Les hommes : immobilisations corporelles clés pour les constructeurs 2. Structurer son engagement en compétition : Le sponsoring a) Quelle organisation pour l’activité sport Automobile 1.
    [Show full text]
  • Rci Bank and Services Launches Savings Business in Spain
    PRESS RELEASE Thursday, November 12, 2020 RCI BANK AND SERVICES LAUNCHES SAVINGS BUSINESS IN SPAIN In line with its refinancing diversification strategy, RCI Bank and Services continues to grow its savings business. Renault Bank is 100% digitized and now offers Spanish savers the opportunity to open a sight deposits account (Cuenta contigo) and a term deposits account (Depósito Tú+) that are among the most competitive on the market. RCI Bank and Services now has savings business running in six countries: France, Germany, Austria, the United Kingdom, Brazil, and Spain. OPEN AN ACCOUNT 100% DIGITALLY TO ACCESS SOME OF THE MOST COMPETITIVE SAVINGS OFFERS ON THE SPANISH MARKET Opening an account is fully digitized and only takes a few minutes at renaultbank.es or via the Renault Bank application available from the Apple or Android stores. With a 0.65% interest rate for “Cuenta contigo” (EIR) and a 1.00% rate for “Depósito Tú+” (EIR), Renault Bank's two offers are some of the most competitive on the Spanish savings market. The deposits collected will help finance automotive loans approved for customers and dealerships of the Alliance brands, and will be used to support their growth on the Spanish market. Simple, effective, and secure: Cuenta contigo and Depósito Tú+ provide the same benefits as the other savings products offered by RCI Bank and Services around the world. A LAUNCH IN LINE WITH RCI BANK AND SERVICES’ STRATEGY OF DIVERSIFYING REFINANCING SOURCES Launched with the Zesto account in France in 2012, RCI Bank and Services’ savings business has only continued to grow and is now available in six countries: France, Germany (since 2013), Austria (since 2014), the United Kingdom (since 2015), Brazil (since 2019), and now Spain.
    [Show full text]
  • Ron Van Oijen: Unique Sales Force in South Korea 2006 Results Show Strong Earnings Capacity Surfi Ng the Internet’S Second Wave
    01 February 2007 Ron van Oijen: Unique sales force in South Korea 2006 results show strong earnings capacity Surfi ng the internet’s second wave ING Shareholder 01 – February 2007 1 Dear reader, This is the fi rst issue of ING Shareholder in 2007 planning to use the new wave of internet technol- This magazine is a quarterly publication and growth is the recurring theme throughout ogy. Building brand awareness is very important by ING Group for shareholders and others the magazine. It is clear that growth is much more in growing a business. The ING Renault Formula interested in ING. than short-term profi t. The 2006 annual results One sponsorship is a key part of ING’s strategy Subscribe to ING Shareholder show that ING achieved strong growth in underly- to develop its global brand. We take a look at Fax (+31) 411 65 21 25 ing profi t and that building on the momentum of the recent unveiling of the ING-branded Renault Mail P.O. Box 258, 5280 AG Boxtel profi table growth is the theme for 2007. racing car in Amsterdam, which marked the The Netherlands beginning of the three year sponsorship deal. This Internet: www.ing.com In an interview Michel Tilmant emphasises the created much media attention and was a taste of importance of striking the right balance between the publicity to come, when the fi rst Grand Prix Editorial offi ce growth and return. This issue is further investi- race begins in Melbourne, Australia in March. ING Group, Corporate Communications gated in the article on managing for value, which Investor Relations Department looks into one of the key tools ING is using to On a different note, as a shareholder you may be P.O.
    [Show full text]
  • Renault in 2004 ¥ Exe R.A
    • EXE R.A. 2004 Gb 17/03/2005 11:50 Page 1 Renault. Setting new standards in safety RENAULT IN 2004 • EXE R.A. 2004 Gb 17/03/2005 11:50 Page 2 Key figures 2004 Market share (Western Europe and Worldwide) Simplified structure of the Renault group (%) 2000 2001 2002 2003 2004 Western Europe 15% Nissan Renault Passenger cars 10.6 10.6 10.7 10.6 10.3 44.4% Renault AB Volvo Light commercial vehicles 14.1 15.3 15.8 15.0 14.9 Trucks/Mack 20% 100% Cars + LCVs 11 11.2 11.3 11.1 10.8 Renault Worldwide (cars + LCVs) 4.2 4.3 4.3 4.2 4.1 Dacia Samsung 70.1% Motors 99.4% Group sales worldwide (units) 2000 2001 2002 2003 2004 Western Europe 1,873,865 1,905,306 1,870,404 1,806,995 1,812,044 Rest of the world 481,706 507,489 534,291 581,487 677,357 Total worldwide 2,355,571 2,412,795 2,404,695 2,388,482 2,489,401 Passenger cars 2,019,902 2,074,650 2,063,979 2,055,996 2,109,209 Light commercial vehicles 335,669 338,145 340,716 332,486 380,192 Group revenues Group operating margin (e million) (e million) 40,000 40,175 40,715 2,500 2,418 36,351 37,525 36,336 2,022 30,000 2,000 Foreign revenues 1,500 1,483 1,402 20,000 65.3 64.5 60.8 61.7 64.5 (%) 1,000 10,000 500 473 0 35.5 39.2 38.3 35.5 34.7 Domestic revenues 0 (%) 2000 2001 2002 2003 2004 2000 2001 2002 2003 2004 Renault net income Employees (e million) 3,750 3,551 200,000 166,114 3,000 2,480 150,000 140,417 2,250 132,351 130,740 130,573 1,956 100,000 1,500 1,080 1,051 750 50,000 0 0 2000 2001 2002 2003 2004 2000 2001 2002 2003 2004 Renault share performance (e) CAC 40 indexed on Renault share price at December 31, 1996: e17 70 60 u61.55 50 Renault share price (+ 12.5% in 2004) 40 30 3,821.16 points 20 CAC 40 index 10 (+ 7.4% in 2004) 1997 1998 1999 2000 2001 2002 2003 2004 Renault in 2004 • EXE R.A.
    [Show full text]
  • RENAULT-NISSAN ALLIANCE 2004 Alliancegbguy 13/09/04 18:06 Page 2
    allianceGBGuy 13/09/04 18:06 Page 1 RENAULT-NISSAN ALLIANCE 2004 allianceGBGuy 13/09/04 18:06 Page 2 CONTENTS 1 - RENAULT-NISSAN ALLIANCE BASICS 04 2 - COOPERATION IN ALL MAJOR AREAS 12 3 - THE ALLIANCE CHARTER: PRINCIPLES AND VALUES 36 4 - ALLIANCE VISION - DESTINATION 38 5-FIVE YEARS OF THE ALLIANCE 40 6 - MANAGEMENT STRUCTURES AND GOVERNANCE OF THE ALLIANCE 46 7 - OVERVIEW OF RENAULT AND NISSAN 50 8 - RENAULT AND NISSAN PRODUCT LINE-UP 52 allianceGBGuy 13/09/04 18:06 Page 4 1. RENAULT-NISSAN ALLIANCE BASICS RENAULT-NISSAN ALLIANCE THE ALLIANCE BOARD Signed on March 27, 1999, the Renault-Nissan Alliance is the first of The Alliance Board steers the Alliance’s medium- and long-term its kind involving a Japanese and a French company, each with its strategy and coordinates joint activities on a worldwide scale. own distinct corporate culture and brand identity. Both companies Renault and Nissan run their operations under their respective share a single joint strategy of profitable growth and a community of Executive Committees, accountable to their Board of Directors, and interests. To promote this shared objective, the Renault-Nissan remain individually responsible for their day-to-day management. Alliance set up joint project structures as early as June 1999 covering most of both companies’ activities. President of the Alliance Board: Louis Schweitzer Vice-President of the Alliance Board: Carlos Ghosn ALLIANCE MANAGEMENT STRUCTURE To define a common strategy and manage synergies, an Alliance strategic management company, Renault-Nissan bv*, was founded on March 28, 2002. Renault-Nissan bv is jointly and equally owned by Renault and Nissan and hosts the Alliance Board, which met for the first time on May 29, 2002, and holds monthly meetings.
    [Show full text]