DOCSLIB.ORG

2002 ANNUAL REPORT 2002 ANNUAL REPORT Annual Report 2002 Contents

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
2002 ANNUAL REPORT 2002 ANNUAL REPORT Annual Report 2002 Contents RENAULT ANNUAL REPORT 13-15, quai Le Gallo / Blanchard Printing 92513 BOULOGNE-BILLANCOURT Cedex France DREAM ON Tel.: + 33 (0)1 41 04 50 50 www.renault.com design: 2002 2002 ANNUAL REPORT INVESTOR RELATIONS DEPARTMENT CORPORATE COMMUNICATIONS DEPARTMENT Photo credits: Anthony Bernier: front and back cover, pp. 4, 108, 109 Patrick Curtet: p. 27 Dingo: pp. 191, 196 Dominique Dumas: p. 41 Georges Fessy: p. 110 Harry Gruyaert: p. 28 D. Katz: p. 77 Chris Overton: p. 135 Luc Pérénom: pp. 21, 31, 74 Photothèque Euro NCAP: p. 101 Photothèque RSM: pp. 10, 69 Renault Communication DR: pp. 6, 102, 103, 104, 192 Patrick Sautelet: pp. 9, 11, 147, 182 Studio Pons: pp. 30, 63, 65, 86, 95 Michel de Vries: pp. 26, 32, 60, 97 Alexander Walter / Getty Images: front cover Annual Report 2002 Contents RENAULT GROUP CORPORATE 1. STRATEGY 4 2. GOVERNANCE 32 1.1. Presentation of Renault and the group 6 2.1. Renault and its shareholders 34 1.1.1. Background and highlights 6 2.1.1. Legal information about Renault 34 1.1.2. Main activities 7 2.1.2. General information 1.1.2.1. Automobile Division 7 about Renault’s share capital 35 1.1.2.2. Sales Financing Division 13` 2.1.3. Ownership of share 1.1.2.3. Strategic shareholdings 14 capital and voting rights 36 2.1.4. Market in Renault shares 38 1.2. The Renault-Nissan Alliance 15 2.1.5. Dividends 40 1.2.1. Aims and governance 15 2.1.6. Disclosure policy 40 1.2.1.1. The phases and aims of the Alliance 15 1.2.1.2. Powers of Renault-Nissan b.v. 17 2.2. Management and administration 42 1.2.2. Areas of Renault-Nissan Cooperation 19 2.2.1. Composition and operating 1.2.2.1. Sharing resources to generate economies of scale 19 procedures of management 1.2.2.2. Complementary strengths spur development 20 and supervisory bodies 42 1.2.3. Results 21 2.2.1.1. Composition and operating procedures of the Board of Directors 42 1.2.3.1. Nissan’s recovery proved faster and fuller than expected 21 2.2.1.2. Directors’ fees 47 1.2.3.2. Nissan makes a growing 2.2.1.3. Composition and operating contribution to Renault’s results 22 procedures of management bodie 48 1.2.3.3. Global industrial and commercial presence 23 2.2.1.4. Audits 49 1.2.3.4. Quantified data on joint operations 25 2.2.2. Interest of senior executives 49 2.2.2.1. Remuneration of senior executives 1.3. The profitable growth strategy 26 and corporate officers 49 2.2.2.2. Stock options granted to senior executives 1.3.1. Goal 1: Build recognition for our brand identity 26 and corporate officers 50 1.3.2. Goal 2: Be the most competitive 2.2.3. Risk management 52 manufacturer on our markets in terms of quality, costs and delivery times 27 2.2.3.1. Organization of risk management 52 2.2.3.2. Market risk 52 1.3.3. Goal 3: Extend our international reach 28 2.2.3.3. Operating risk 56 1.3.4. Goal 4: Develop Renault’s core values 29 2.2.3.4. Legal risk 58 1.3.5. Goal 5: Translate success into 2.2.3.5. Other risks 58 financial performance 31 The ∞ symbol identifies information in the text corresponding to information required by the implementing decree of Article 116 of the New Economic Regulations (NRE) Act in France. The Ω symbol indicates information relating to the guidelines of the Global Reporting Initiative (GRI) on sustainable development reports. See page 188 for a cross-index of GRI indicators. The ¥symbol means that more information is available from Renault’s sustainable development website, at the following address: http://www.sustainability.renault.com. 2 Renault 2002 Annual report RENAULT’S PERFORMANCE CONSOLIDATED FINANCIAL 3. IN 2002 60 5. STATEMENTS 110 3.1. Economic performance 62 5.1. Auditors’ report on the consolidated 3.1.1. Sales results 62 financial statements 112 3.1.1.1. Automobile Division 62 3.1.1.2. Sales Financing Division 69 5.2. Consolidated financial statements 3.1.2. Financial results in 2002 70 and notes 113 3.2. Employee relations performance 78 3.2.1. Workforce 78 3.2.2. Human Resources policy 79 6. MAIN SUBSIDIARIES 162 3.2.2.1. Forward-thinking 79 3.2.2.2. Attracting and motivating employees 81 3.2.2.3. Promoting involvement 84 DRAFT RESOLUTIONS 166 3.3. Environmental performance 86 7. 3.3.1. The challenges 87 3.3.2. Life-cycle environmental management 88 8. RECENT EVENTS 176 3.3.3. Protecting the environment 8.1. Renault invests in Russia 177 and remaining competitive 91 8.2. Production of Avantime halted 177 3.3.4. Reducing the environmental impact of activities 91 3.3.5. Maintaining the value of our assets 95 SUPPLEMENTAL 3.3.6. Organizing communications 97 INFORMATION 178 3.4. Social performance 98 Internal regulations of the board of directors 180 3.4.1. Code of Good Conduct 98 Environmental data 184 3.4.2. Renault and its stakeholders 98 GRI indicators: cross reference table 188 3.4.3. Renault and Mobility 99 3.4.4. Renault and road safety 101 3.4.5. Contribution to civil society 103 3.5. Research and Development policy 106 4. OUTLOOK 108 Renault 3 2002 Annual report 1 Renault Group Strategy Mégane II was voted Car of the Year 2003 by a panel of 58 motoring journalists from 22 European countries. 4 Renault 2002 Annual Report 1.1. Presentation of Renault and the group 6 1.2.2. Areas of Renault-Nissan cooperation 19 1.2.2.1. Sharing resources to generate 1.1.1. Background and highlights 6 economies of scale 19 1.1.2. Main activities 7 Common platforms 19 1.1.2.1. Automobile Division 7 Common powertrains 19 Renault group ranges 7 Joint purchasing policy 19 Main manufacturing sites 10 A common European distribution policy 19 Partnerships and collaborative projects 11 Shared production capacity and cross-badging 19 The Renault distribution network 11 A joint IS/IT organization 20 Cash management 12 1.2.2.2. Complementary strengths spur development 20 1.1.2.2. Sales Financing Division 13 Rounding out the offer locally 20 Consumer market 13 Sharing know-how and skills 20 Corporate clients 13 1.2.3. Results 21 Networks 13 1.2.3.1. Nissan’s recovery proved faster 1.1.2.3. Strategic shareholdings 14 and fuller than expected 21 Renault’s shareholding in AB Volvo 14 The Nissan Revival Plan 21 Renault’s shareholding in Nissan 14 The Nissan 180 plan targets lasting growth 21 1.2.3.2. Nissan makes a growing 1.2. The Renault-Nissan Alliance 15 contribution to Renault’s results 22 1.2.3.3. Global industrial 1.2.1. Aims and governance 15 and commercial presence 23 1.2.1.1. The phases and aims of the Alliance 15 1.2.3.4. Quantified data on joint operations 25 1999: the first phase of the Alliance 15 The second phase started in 2002 16 1.3. The profitable growth strategy 26 The Alliance Board 17 1.2.1.2. Powers of Renault-Nissan b.v. 17 1.3.1. Goal 1: Build recognition for our brand identity 26 1.3.2. Goal 2: Be the most competitive manufacturer on our markets in terms of quality, costs and delivery times 27 1.3.3. Goal 3: Extend our international reach 28 1.3.4. Goal 4: Develop Renault’s core values 29 1.3.5. Goal 5: Translate success into financial performance 31 Renault 5 2002 Annual Report 1. Renault Group Strategy 2. Corporate Governance 3. Renault’s Performance in 2002 4. Outlook for 2003 1.1. Presentation of Renault and the group 1.1.1. BACKGROUND AND HIGHLIGHTS In 2001, Renault became the main shareholder in the Volvo group, with a 20% stake, and the two companies joined forces to form the world’s sec- ond-biggest truck manufacturer. Société Renault Frères was formed in 1898 to manufacture motor vehi- In 2002, Renault and Nissan implemented the second stage of their cles, taking advantage of patents such as the first direct-drive transmission. Alliance, aimed at strengthening their equity ties and creating a joint strate- Based in the Paris suburb of Billancourt, the company achieved international gic command structure. The plan was endorsed by an Extraordinary General renown through its success in motor sports, and initially specialized in the Meeting of Renault Shareholders on March 28, 2002. Renault raised its construction of passenger cars and taxis. During the First World War, it pro- stake in Nissan from 36.8% to 44.4%. At the same time Nissan took a 15% duced substantial volumes of trucks, light tanks and aircraft engines. ownership interest in Renault through Nissan Finance Co., Ltd. To underpin the move to strengthen the Alliance, the French government reduced its hold- In 1922, having expanded strongly in the passenger car and commercial ing in Renault to 25.9%. vehicle markets, Renault became a limited company. Establishing numer- ous production centers in France and abroad, Renault gradually emerged as Renault also sold its holding in Irisbus to Iveco. Irisbus will keep the right the French automobile market leader. to use the Renault brand name for its vehicles until June 2005. In terms of new products, 2002 saw the launch of Mégane II (Hatch and Sport Hatch In January 1945, the company was nationalized and renamed “Régie versions), Vel Satis and Espace IV.
Load more

Recommended publications
  • Etudi Transport Urbain
    SERVICE • ES AFFAIRES ECONOMIQUES ET INTERNATIONALES ETUDI TRANSPORT URBAIN ,••> •• •. •••> i> CDAT 4964 E .<«'• MINISTERE DE L'EQUIPEMENT ET DE L'AMENAGEMENT DU TERRITOIRE LE SYSTEME DE'.TRANSPORT URBAIN' LES PRODUCTEURS D'AUTOBUS URBAINS .''••_:• CDAT 4964 E D.I.T.U. - MARS 1978 c contrat n° 7700173 du 13/7/77 passé avec la société pour ls Développement Urbain et la Itefiherche Economiaue SOMMAIRE PLACE DU RAPPORT DANS L'ENSEMBLE DU SYSTEME TRANSPORT URBAIN COîf??:-TO DU RAPPORT 1 - ETUDE DES FLUX FINANCIERS ET FLUX 1 1 - Méthodologie . -. 12 - Tableau des flux financiers 13 - Commentaires 2 - ETUDE QUALITATIVE 21 - La demande 22 - L'offre 23 - Les produits. 24 - Fabrication 25 - Décomposition du coût 26 - Productivité 27 - Diversification technologique possible 28 - Localisation des usines 29 - Comparaison cars, bus, camions, automobiles CONCLUSIONS 3 - DONNEES COMPLEMENTAIRES PAR FIRME 31 - HEULIEZ 32 - CARS ET BUS - LE MANS 33 - SAVIEM 34 - BERLIET ANNEXES : 1 - Immatriculations autobus 2 - Immatriculations du groupe RVI 3 - Immatriculations autobus et autocars 4 - Immatriculations étrangères bus et cars 5 - Données technico-économiques 6 - Production cars et bus complets et exportations 7 - Formule d'accès 8 - Localisation des constructeurs d'autobus (usines) 9 - Fabricants d'équipements pour autobus Ce rapport s'inscrit dans le cadre d'une étude de la Division des Transports Urbains au S.A.E.F. portant sur l'analyse de l'ensemble du système des transports urbains, dont on trouvera un schéma à la page suivante. La Division publie.en Février 1978 un document "Données globales sur le transport urbain en France" qui synthétise l'ensem- ble des flux économiques et physiques liés à la consommation et à la production du T.U.
    [Show full text]
  • Bonnet to Matra – an Important One of the Early Citroen Based Roadsters in History for Interesting Sportscars Restored Form
    Born on 27 December 1904 in husband died, she Vaumas, René Bonnet grew up recalled his interests in a poor area of central France and called René to that was experiencing hard times help keep the with depressed markets for its business running. He food produce, and later to be arrived at her place in afflicted further by WW1; to the Champigny almost 25 point that at 12 years old years to the month Bonnet’s mother sent him after his birth, saw the packing, not able to care for him run down garage but (René) Bonnet to Matra – an important One of the early Citroen based Roadsters in history for interesting Sportscars restored form anymore. When 16 he joined the knew he’d met his calling. Within departed. He went up the road to Navy, only to be partially crippled a month Bonnet had made the a custom coachworks business with spinal damage when a garage’s first sale of the little being managed by a young sadistic officer ordered him to known Rosengart make for Charles Deutsch who, with his dive headfirst into shallow water. which it was a registered dealer, mother, took over the running of Bonnet spent several years and before long he’d become a the place after his father died in coping living in plaster casts newly appointed Citroën dealer 1929, the same year that Bonnet from a resultant misdiagnosed and mechanic for the area. It came to town. Deutsch was only disease, TB, but eventually saw was considered that Bonnet 18 then and 21 when Bonnet through this while watching real made as good a salesperson as bought in.
    [Show full text]
  • In Safe Hands How the Fia Is Enlisting Support for Road Safety at the Highest Levels
    INTERNATIONAL JOURNAL OF THE FIA: Q1 2016 ISSUE #14 HEAD FIRST RACING TO EXTREMES How racing driver head From icy wastes to baking protection could be deserts, AUTO examines how revolutionised thanks to motor sport conquers all pioneering FIA research P22 climates and conditions P54 THE HARD WAY WINNING WAYS Double FIA World Touring Car Formula One legend Sir Jackie champion José Maria Lopez on Stewart reveals his secrets for his long road to glory and the continued success on and off challenges ahead P36 the race track P66 P32 IN SAFE HANDS HOW THE FIA IS ENLISTING SUPPORT FOR ROAD SAFETY AT THE HIGHEST LEVELS ISSUE #14 THE FIA The Fédération Internationale ALLIED FOR SAFETY de l’Automobile is the governing body of world motor sport and the federation of the world’s One of the keys to bringing the fight leading motoring organisations. Founded in 1904, it brings for road safety to global attention is INTERNATIONAL together 236 national motoring JOURNAL OF THE FIA and sporting organisations from enlisting support at the highest levels. over 135 countries, representing Editorial Board: millions of motorists worldwide. In this regard, I recently had the opportunity In motor sport, it administers JEAN TODT, OLIVIER FISCH the rules and regulations for all to engage with some of the world’s most GERARD SAILLANT, international four-wheel sport, influential decision-makers, making them SAUL BILLINGSLEY including the FIA Formula One Editor-in-chief: LUCA COLAJANNI World Championship and FIA aware of the pressing need to tackle the World Rally Championship. Executive Editor: MARC CUTLER global road safety pandemic.
    [Show full text]
  • Ivecobus Range Handbook.Pdf
    CREALIS URBANWAY CROSSWAY EVADYS 02 A FULL RANGE OF VEHICLES FOR ALL THE NEEDS OF A MOVING WORLD A whole new world of innovation, performance and safety. Where technological excellence always travels with a true care for people and the environment. In two words, IVECO BUS. CONTENTS OUR HISTORY 4 OUR VALUES 8 SUSTAINABILITY 10 TECHNOLOGY 11 MAGELYS DAILY TOTAL COST OF OWNERSHIP 12 HIGH VALUE 13 PLANTS 14 CREALIS 16 URBANWAY 20 CROSSWAY 28 EVADYS 44 MAGELYS 50 DAILY 56 IVECO BUS CHASSIS 68 IVECO BUS ALWAYS BY YOUR SIDE 70 03 OUR HISTORY ISOBLOC. Presented in 1938 at Salon de Paris, it was the fi rst modern European coach, featuring a self-supporting structure and rear engine. Pictured below the 1947 model. 04 PEOPLE AND VEHICLES THAT TRANSPORTED THE WORLD INTO A NEW ERA GIOVANNI AGNELLI JOSEPH BESSET CONRAD DIETRICH MAGIRUS JOSEF SODOMKA 1866 - 1945 1890 - 1959 1824 - 1895 1865 - 1939 Founder, Fiat Founder, Société Anonyme Founder, Magirus Kommanditist Founder, Sodomka des établissements Besset then Magirus Deutz then Karosa Isobloc, Chausson, Berliet, Saviem, Fiat Veicoli Industriali and Magirus Deutz trademarks and logos are the property of their respective owners. 05 OVER A CENTURY OF EXPERIENCE AND EXPERTISE IVECO BUS is deeply rooted into the history of public transport vehicles, dating back to when the traction motor replaced horse-drawn power. We are proud to carry on the tradition of leadership and the pioneering spirit of famous companies and brands that have shaped the way buses and coaches have to be designed and built: Fiat, OM, Orlandi in Italy, Berliet, Renault, Chausson, Saviem in France, Karosa in the Czech Republic, Magirus-Deutz in Germany and Pegaso in Spain, to name just a few.
    [Show full text]
  • Es Renault a Évolué Au Cours Du Temps, Tout Ceci De Façon Succincte Et, Dès Lors, Forcément Approximative
    INTRODUCTION Les articles sur le Ping en entreprise sont habituellement présentés en deux parties : l’une consacrée à l’entreprise support du sport corpo et l’autre à notre discipline, retraçant le passé et le présent du club pongiste qui lui est associée. Avec Renault qui se situe dans le top 10 des entreprises françaises, que ce soit par le chiffre d’affaires ou par les effectifs, aussi par son histoire des plus mouvementée tout au long du 20ème siècle, le bulletin en entier n’y suffirait pas, avec le risque d’écraser ce qui constitue notre propos : parler avant tout du tennis de table en entreprise et surtout faire œuvre de neutralité pour préserver le sport de toute injonction philosophique, politique ou religieuse. Je propose donc d’occulter tout ce qui a constitué des faits de société pour s’en tenir à ce que l’entreprise Renault, par ses employés et dirigeants , a laissé de grandiose à l’histoire industrielle de notre pays et comment l’entreprise créée par les frères Renault a évolué au cours du temps, tout ceci de façon succincte et, dès lors, forcément approximative.. L’ENTREPRISE L’île SEGUIN appelée Billancourt ou le « Paquebot », siège historique de l’usine Louis RENAULT, a été acquise en 1929 et a fermé ses portes le 31 mars 1992, après 70 années de loyaux services et de dur labeur. Il a donc existé une autre adresse durant les 30 premières années, rue Emile Zola, toujours à Boulogne-Billancourt. La dernière voiture produite y fut la Renault Super 5. Le paquebot abrite désormais, à sa proue, la Seine musicale du conseil Général des Hauts-de-Seine.
    [Show full text]
  • 124,472 TOTAL ITEMS: 3:45 Pm @ 19 May 2016 Printed on Makename Vehmodel Bus 725 Alexander Dennis ENVIRO 400 Alexander Dennis
    TOTAL ITEMS: 124,472 printed on 19 May 2016 @ 3:45 pm MakeName VehModel Bus 725 Alexander Dennis ENVIRO 400 Alexander Dennis ENVIRO 400 Alexander Dennis ENVIRO 400 Alexander Dennis ENVIRO 400 Alexander Dennis ENVIRO 400 Alexander Dennis ENVIRO 400 Bedford Bedford CA Bedford CF Bedford CF Bedford CF Bedford CF 346 Bedford CF REEBUR Bedford CF REEVE BURGESS Bedford CF340 Bedford CF340 Bedford DOMINANT Bedford DUPLE DOMINANT Bedford MIDI MOVER Bedford MINI BUS Bedford RASCAL Bluebird ORION PLUS Bluebird ORION PLUS Bluebird ORION PLUS Bluebird ORION PLUS Bristol LH Caetano MIDI Caetano OPTIMO Caetano OPTIMO MKIV Caetano OPTIMO V Cannon HI LINE Cannon HI LINE Cannon HI LINE Cannon HI LINE Cannon HI LINE Cannon HI LINE Cannon HI LINE Cannon HIGH LINE Cannon HILINE Cannon HILINE Cannon HI-LINE Cannon HI-LINE Cannon HI-LINE Cannon HI-LINE Cannon ISLANDER Cannon ISLANDER Cannon ISLANDER Cannon ISLANDER Cannon ISLANDER Citroen C25 1400 Citroen RELAY 18 22 HDI Citroen RELAY 28 HDI LWB Citroen RELAY 35 HDI 120 WB Daihatsu Daihatsu 370 Daihatsu 570 Daihatsu 570 MakeName VehModel Daihatsu 570 Daihatsu 570 SHUTTLE Daihatsu 584 Daihatsu 850 Daihatsu 850 DE LUXE Daihatsu MINI BUS Daihatsu MINIBUS Daihatsu MINIBUS Daihatsu S70 Daihatsu S70 Daihatsu S70V00 Daihatsu S70V00 Daihatsu S84 Daihatsu S84 Daihatsu S84 Daihatsu S84 Daihatsu S84 Daihatsu S84 Daihatsu S84 Daihatsu S84 Daihatsu S85 HIJET Daihatsu S85 HIJET GLASS VAN Datsun E23 DENNIS DART DENNIS DART DENNIS DART DENNIS DART DENNIS DART DENNIS DART DENNIS DART DENNIS DART DENNIS DART DENNIS DART DENNIS
    [Show full text]
  • Wear Sensors Catalogue 2010/2011
    2010/2011 Wear Sensors Catalogue 2010/2011 NUCAP EUROPE, S.A. JOPE EUROPE, S.L. Polígono Arazuri - Orcoyen Polígono Industrial Egués Calle D, Nº 2 Calle Z, Nº 23 31170 Arazuri, Navarra, SPAIN 31486 Egués, Navarra, SPAIN Catalogue T: (+34) 948 281 090 T: (+34) 948 330 615 F: (+34) 948 187 294 F: (+34) 948 361 698 [email protected] [email protected] www.nucap.eu www.jope.es Shims Wear Sensors Catalogue 2010/2011 Wear Sensors Catalogue 2010/2011 © JOPE EUROPE, 2010 Polígono Industrial Egués Calle Z, Nº 23 31486 Egués, Navarra, SPAIN T: (+34) 948 330 615 F: (+34) 948 361 698 [email protected] www.jope.es Diseño: Intro Comunicación, 2010 General Index New reference information 7 Connectors 8 Terminals 11 NEW > OLD references 15 OLD > NEW references 19 Manufacturer Index 23 W1 Wear sensors for passenger cars 33 W2 Clip on wear sensors for passenger cars 79 W3 Clip on wear sensors for industrial vehicles 117 Kits 137 Accesories 141 WVA > JOPE Index 145 Manufacturer > OE > JOPE Index 157 New reference information Wx xx xx xx New reference information Version W1 Wear sensor for passenger cars Lenght, colour, material, etc. W2 Clip on wear sensor for passenger cars W3 Clip on wear sensor for industrial vehicles Connector type Terminal type See page 08 See page 11 Example W2065003 Old 9A004 Clip on wear sensor Version 03 for passenger cars Connector type 06 Terminal type 50 GENERAL CATALOGUE 2010/2011 7 Connectors 00 15 01 02 16 03 5.5 17 04 5.5 18 05 19 06 20 07 21 22 08 09 23 10 24 11 12 25 BLACK 13 26 14 8 JOPE EUROPE WHITE 37 27 BLUE 28 38 VIOLET 29 30 39
    [Show full text]
  • 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.
    [Show full text]
  • Alpine En Endurance 1963-1978, Les Années De Légende
    TRIMESTRIEL N° 2 LAl'Authentique REVUE OFFICIELLE DE LA FÉDÉRATION FRANÇAISE DES VÉHICULES D’ÉPOQUE GRAND DU SPORT UTILITAIRE LÉGER HISTOIRE DE MARQUE Henri Pescarolo, 1939-1954, et la 2 CV Koelher-Escoffier, les longues nuits du Mans devint camionnette le sport avant tout SAGA AUTOMOBILE Ford T en France, pionnière d’outre-atlantique ALPINE EN ENDURANCE 1963-1978, LES ANNÉES DE LÉGENDE LOI ET RÈGLEMENTS L 16034 - 2 - F: 7,00 - RD Copies, répliques, kit-cars et véhicules transformés JUIN - JUILLET - AOUT 2018 EDITO raison. Je me contente de constater, et, au fond de moi, je me dis que je manque peut-être quelque chose en refusant d’affronter l’hiver au volant d’une Ancienne. Je ne suis pas un restaurateur, la peur de mal faire m’empêche de toucher à la mécanique. Je me contente de soigner l’apparence, le chiffon microfibre et la Nénette à portée de main. Il est vrai aussi que je n’ai guère le loisir de m’occuper de mes véhicules. J’ai à peine le temps de les faire rouler régulièrement, mais ceci est une autre histoire… Pourquoi vous parler de mes soucis de collectionneur ? Pour, en fait, vous dire que, quelle que soit la façon de l’aborder, notre plaisir de posséder et de faire rouler nos véhicules est bien réel. Alors, si quelqu’un, pour un quelconque motif pseudo-écologique et franchement démagogique, s’avise de m’empêcher de vivre ma passion, il me trouvera sur sa route ! Depuis quelques mois, nous avons successivement vu les prix des carburants, des péages, des assurances et des stationnements augmenter de façon in- considérée.
    [Show full text]
  • Davide Signed with Alpine F1 Team in January 2021 As
    ALPINE F1 TEAM PRESS PACK Already recognised for its records It is part of Groupe Renault’s Luca De Meo, CEO Groupe That’s the beauty of racing as In September 2020, Luca De Meo, and successes in endurance strategy to clearly position Renault: “It is a true joy to see a works team in Formula 1. announced the creation of Alpine F1 Team, and rallying, the Alpine name each of its brands. For Alpine, the powerful, vibrant Alpine We will compete against the naturally finds its place in the this is a key step to accelerate name on a Formula One car. biggest names, for spectacular a renaissance of Groupe Renault’s F1 team, high standards, prestige and the development and influence New colours, new managing car races made and followed one of F1’s most historic and successful. performance of Formula 1. The of the brand. Renault remains team, ambitious plans: it’s a new by cheering enthusiasts. I can’t Alpine brand, a symbol of sporting an integral part of the team, beginning, building on a 40-year wait for the season to start.” prowess, elegance and agility, with the hybrid power unit history. We’ll combine Alpine’s will be designated to the chassis retaining its Renault E-Tech values of authenticity, elegance and pay tribute to the expertise moniker and unique expertise and audacity with our in-house that gave birth to the A110. in hybrid powertrains. engineering & chassis expertise. ALPINE F1 TEAM | PRESS PACK | 2021 Alpine Today and Tomorrow As part of Groupe Renault’s strategic plan ‘Renaulution’, Alpine unveiled its long-term plans to position the brand at the forefront of Groupe Renault’s innovation.
    [Show full text]
  • INFORME INTEGRADO RENAULT-Sofasa 2019 2 INFORME INTEGRADO 2019 3
    INFORME INTEGRADO RENAULT-Sofasa 2019 2 INFORME INTEGRADO 2019 3 SOBRE EL MENSAJE INFORME INFORME DEL DE GESTIÓN 1 2 PRESIDENTE 3 2019 MARCO RENAULT GOBIERNO, ESTRATÉGICO EN CIFRAS ÉTICA Y 4 5 6 TRANSPARENCIA 1 SOBRE EL INFORME NUESTRO LÍDERES LÍDERES DE ENFOQUE DE DE MERCADO LA INDUSTRIA SOSTENIBILIDAD (102-45) El presente reporte pretende dar responden a las prioridades definidas por la 7 8 9 a conocer a nuestros grupos de interés los Organización y los grupos de interés expresados resultados de la gestión en el año 2019 de en el análisis de materialidad realizado en 2019. RENAULT-Sofasa. Contiene la información (102-50) (102-51) (102-52) Con el Informe de consolidada del Grupo Empresarial, conformado Resultados de 2019, le damos continuidad a los por Renault Sociedad de Fabricación de contenidos y resultados expresados en nuestro Automotores S.A.S. y Plan Rombo S.A. Informe de Sostenibilidad 2017- 2018. LÍDERES (102-49) (102-54) Este informe lo elaboramos (102-32) Estos contenidos fueron revisados y POR LA GENTE de conformidad con los estándares GRI, en su aprobados por el Presidente Director General. opción esencial y está basado en los resultados del ejercicio de materialidad realizado durante 10 el 2019 que nos ha permitido enfocar la gestión (102-53) Para conocer y comunicación hacia los temas de mayor información adicional o aclarar algún tema relacionado relevancia para la Compañía en términos sociales, [email protected] con este informe, puede ambientales y económicos; por lo tanto los contactarnos en: [email protected] contenidos temáticos e indicadores incluidos 4 INFORME INTEGRADO 2019 5 participamos sea el más eficiente posible.
    [Show full text]
  • Managing Passion the Organisation of The
    http://www.ecole.org Guest Speaker Discussion Series MANAGING PASSION Organised thanks to the patronage of the following companies : THE ORGANISATION OF THE RENAULT Accenture FORMULA ONE TEAM Air Liquide* Algoé** ANRT by AtoFina Caisse Nationale des Caisses Bruno MAUDUIT d'Épargne et de Prévoyance CEA Former team leader, Renault Formula One Chambre de Commerce et d'Industrie de Paris Comments by CNRS Cogema Christophe MIDLER Conseil Supérieur de l'Ordre des Experts Comptables Centre de Recherche en Gestion de l’École polytechnique Centre de Recherche en gestion de l'École polytechnique Danone June 30th, 2000 Deloitte & Touche DiGITIP Report by Thomas Paris École des mines de Paris Translation by Rachel Marlin EDF & GDF Entreprise et Personnel Fondation Charles Léopold Mayer Overview pour le Progrès de l'Homme France Télécom FVA Management As a young engineer, passionate about competition and cars, Hermès Bruno Mauduit started his career with Renault Sport, where he IDRH stayed seventeen years. During this time, he was at the heart of IdVectoR the great adventure of Renault in Formula 1, which culminated Lafarge Lagardère in six consecutive World titles. Renault Sport succeeded in Mathématiques Appliquées achieving this by creating a high-performance and extremely PSA Peugeot Citroën competitive organisation, which combined an almost Reims Management School bureaucratic rigour with an unfailing speed of reaction. The Renault backbones of this organisation were the experts who were Saint-Gobain SNCF passionate about their job, and the wonderful family atmosphere Socomine* which formed over the years and resulted in a spiral of success. THALES TotalFinaElf Usinor * For the "Tchenical ressources and innovation" seminar ** For the "Business life" seminar (liste at september 1, 2001) The ‘Association des Amis de l'École de Paris du management’ organises discussions and distributes the minutes ; these are the sole property of their authors.
    [Show full text]