A Plug-In Hybrid Diesel-Electric Vehicle
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Information Complémentaire Sur La Composition Du
Information complémentaire sur la composition du Groupe établie en application du règlement n° 2016-09 du 2 décembre 2016 de l’Autorité des Normes Comptables françaises. 2020 Sommaire : 1. Liste exhaustive des entreprises consolidées 2 2. Liste des entreprises répondant à la définition des « titres de participations non consolidés » 8 a. Sociétés contrôlées et non consolidées qui sont classées en autre actifs courants (Note 17) 8 b. Participations dans les autres entreprises associées, coentreprises, et entreprises contrôlées conjointement (Notes 13 et 17). 9 c. Sociétés non contrôlées qui figurent dans les actifs financiers non courants (Note 22) 9 1 1. Liste exhaustive des entreprises consolidées Il s'agit d'une liste exhaustive en complément de la liste figurant dans la note 31 de l’annexe des comptes consolidés 2020. % du capital détenu Méthode de Nom Siège social directement et consolidation indirectement Renault SA France Société consolidante Société consolidante AUTOMOBILE HORS AVTOVAZ France Renault s.a.s France 100 Intégration globale ACI Le Mans France 100 Intégration globale ACI Villeurbanne France 100 Intégration globale Alliance Mobility Company France France 50 Mise en équivalence Boone Comenor France 33 Mise en équivalence Carizy France 98 Intégration globale Centre de Gestion France 100 Intégration globale Fonderie de Bretagne France 100 Intégration globale Ingénierie de la Division des Véhicules Electriques (I-DVE) France 100 Intégration globale Ingénierie de la Division des Véhicules Utilitaires France 100 Intégration globale INDRA INVESTISSEMENTS SAS France 50 Mise en équivalence Maubeuge Construction Automobile (MCA) France 100 Intégration globale Renault Gestion et Transactions Immobilières (R.G.T.Im) France 100 Intégration globale Renault Developpement Industr. -
Global Monthly Is Property of John Doe Total Toyota Brand
A publication from April 2012 Volume 01 | Issue 02 global europe.autonews.com/globalmonthly monthly Your source for everything automotive. China beckons an industry answers— How foreign brands are shifting strategies to cash in on the world’s biggest auto market © 2012 Crain Communications Inc. All rights reserved. March 2012 A publication from Defeatglobal spurs monthly dAtA Toyota’s global Volume 01 | Issue 01 design boss Will Zoe spark WESTERN EUROPE SALES BY MODEL, 9 MONTHSRenault-Nissan’sbrought to you courtesy of EV push? www.jato.com February 9 months 9 months Unit Percent 9 months 9 months Unit Percent 2011 2010 change change 2011 2010 change change European sales Scenic/Grand Scenic ......... 116,475 137,093 –20,618 –15% A1 ................................. 73,394 6,307 +67,087 – Espace/Grand Espace ...... 12,656 12,340 +316 3% A3/S3/RS3 ..................... 107,684 135,284 –27,600 –20% data from JATO Koleos ........................... 11,474 9,386 +2,088 22% A4/S4/RS4 ..................... 120,301 133,366 –13,065 –10% Kangoo ......................... 24,693 27,159 –2,466 –9% A6/S6/RS6/Allroad ......... 56,012 51,950 +4,062 8% Trafic ............................. 8,142 7,057 +1,085 15% A7 ................................. 14,475 220 +14,255 – Other ............................ 592 1,075 –483 –45% A8/S8 ............................ 6,985 5,549 +1,436 26% Total Renault brand ........ 747,129 832,216 –85,087 –10% TT .................................. 14,401 13,435 +966 7% RENAULT ........................ 898,644 994,894 –96,250 –10% A5/S5/RS5 ..................... 54,387 59,925 –5,538 –9% RENAULT-NISSAN ............ 1,239,749 1,288,257 –48,508 –4% R8 ................................ -
Econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible
A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Negrea, Alina Petronela; Cojanu, Valentin Article Innovation in the European Value Chain: The Case of the Romanian Automotive Industry CES Working Papers Provided in Cooperation with: Centre for European Studies, Alexandru Ioan Cuza University Suggested Citation: Negrea, Alina Petronela; Cojanu, Valentin (2015) : Innovation in the European Value Chain: The Case of the Romanian Automotive Industry, CES Working Papers, ISSN 2067-7693, Alexandru Ioan Cuza University of Iasi, Centre for European Studies, Iasi, Vol. 7, Iss. 1, pp. 126-146 This Version is available at: http://hdl.handle.net/10419/198366 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under -
IHS Automotive Supplying the Oems Supplierbusiness Supplying the Renault-Nissan Alliance
IHS Automotive Supplying the OEMs SupplierBusiness Supplying the Renault-Nissan Alliance 2014 edition supplierbusiness.com SAMPLE IHS Automotive SupplierBusiness | Supplying the Renault-Nissan Alliance Contents Overview .......................................................................................................................................................................... 6 Global market overview .............................................................................................................................................. 6 Financial data ............................................................................................................................................................... 6 Renault-Nissan alliance financial overview .............................................................................................................. 7 Product and platform strategy ...................................................................................................................................... 9 Company background and strategy review ............................................................................................................. 9 Major model programmes ....................................................................................................................................... 10 1. Renault Clio ............................................................................................................................................................ 10 2. Nissan -
The Impact of Sustainable Development on Organizational Culture at S.C
Management of Sustainable Development Sibiu, Romania, Volume 5, No.1, June 2013 DOI 10.2478/msd-2013-0006 THE IMPACT OF SUSTAINABLE DEVELOPMENT ON ORGANIZATIONAL CULTURE AT S.C. AUTOMOBILE DACIA S.A. Isac, Nicoleta1 and Tomescu, Crenguta Ileana2 1University of Pitesti, Romania, [email protected] 2University of Pitesti, Romania, [email protected] ABSTRACT: Culture today is undoubtedly a factor of a company’s success. Whether known or less known, organizational culture and management companies support efforts to increase efficiency, effectiveness and market competitiveness. Improvement, diversification and training are important goals of strategic importance and a prerequisite to put into practice the principles of medium and long-term sustainable development. At a time when economies of scale can decide which vehicle manufacturers can stay or disappear on the market, our paper aims to analyze the organizational and managerial culture in the SC Automobile Dacia SA, as it results from a questionnaire administered to its employees. KEY WORDS: organizational culture, competitiveness, organization, employees, sustainable development company. Most importantly, in an organizational culture all 1. INTRODUCTION values, beliefs, norms guiding the human resources and The stronger, positive and progressive an organizational culture financial and technological ones are intended to achieve the is, the higher its employees’ performance becomes. Such objectives set. The audit of organizational culture is an growth causes performance improvement of the company’s extremely important and complex process, and represents the financial results and provides greater opportunities to adapt to most useful way to identify those specific elements of the market, greater flexibility and opportunities for success. organizational culture and management that can support or Managers’ knowledge of organizational culture and awareness impede the successful achievement of organizational can have a significant impact on the functioning and objectives. -
Brand-Ul Gordini Revine
autoturism editorial Rutier`, distinc]ie ce confirm` capacitatea de ini]iativ` DE CE MOR a ACR. DE CE MOR Posibilit`]ile de a proteja fiin]a uman` în plan eco- logic sunt îns` foarte largi, iar în ]ara noastr`, din p`- BUCURE{TENII cate, aceste preocup`ri se dovedesc pân` acum foar- BUCURE{TENII te timide. Chiar s` ne fie indiferent ce ]ar` vom l`sa urma[ilor no[tri? MAIMAI REPEDEREPEDE De mul]i ani sunt înc` destui posesori sau nu de autoturism, care mai cred c` principalul poluator al mediului pe Planeta noastr` ar fi automobilul. Nici Dispari]ia copacilor din Bucure[ti a devenit drama- pomeneal`! Ar fi de ajuns s` spunem c` o singur` tic`. O echip` de speciali[ti din Capital`, în urma unor nav` aerian` cu patru turboreactoare elimin`, în pri- studii a constatat c` media de via]` în Bucure[ti este mele zece minute de la decolare, tot atâtea noxe cât cu aproape opt ani mai mic` decât în restul ]`rii! o localitate cu 30.000 de locuitori. Zilnic, îns`, în at- Tot ei au anticipat c` dac` s-ar replanta aici 2 mi- mosfera Planetei zboar` aproape 10.000 de avioane. lioane de arbori, abia peste un deceniu bucure[tenii În calitatea sa de membru cu statut consultativ al s-ar putea a[tepta s` le creasc` speran]a de via]` cu ONU, Federa]ia Interna]ional` a Automobilului (FIA) a cinci ani! sus]inut, ba chiar a impulsionat eforturile marilor con- De-a dreptul criminal` este îns` realitatea c`, în structori auto de a proiecta motoare cu ardere intern` ultimii opt ani, din parcurile Capitalei, de pe spa]iile sau cu propulsie hibrid`, la care noxele au fost reduse verzi [i chiar de pe marginea str`zilor au fost t`ia]i drastic, mai ales în ultimul deceniu. -
Dacia Duster, the Affordable Off-Roader
PRESS INFORMATION April 12, 2010 DACIA DUSTER, THE AFFORDABLE OFF-ROADER • Dacia launches its sixth model: Dacia Duster, a robust, spacious, easy-to-use and affordable off-roader. • Dacia Duster is particularly economical : - To buy : Dacia Duster offers an unbeatable performance, equipment and interior space package for its price. Although Dacia Duster’s price is that of a city car, its exterior and interior dimensions are those of compact cars in the next segment up. - To run : the Dacia Duster range features a choice of frugal engines which combine low fuel consumption (the diesel dCi 85 4x2 version offers combined cycle fuel consumption of just 5.1 l/100 km) with low maintenance costs. • Dacia Duster is more respectful of the environment thanks to its low CO 2 emissions. The diesel versions of Dacia Duster emit from 135g of CO 2/km in two-wheel drive form (making them eligible for the Dacia eco² signature) and 145g of CO 2/km for the 4x4 version. • Dacia Duster, in its 4x4 version, is aimed at motorists seeking an everyday car with genuine off-road ability. The 4x2 version has been designed for customers who want good ground clearance and a reassuring elevated driving position, as well as loose-surface ability. • Dacia Duster is manufactured at the Pitesti factory in Romania. The 4x2 and 4x4 versions have been rolled out progressively since April 2010 in Europe, Turkey, Africa and the Middle East. • Duster is a vehicle with global ambitions, both in terms of its markets and its production. It is launched in different global markets, badged either as a Renault or a Dacia, in the same way as Logan and Sandero. -
Fourth Supplement Dated 26 February 2018 to the 7 June 2017 Base Prospectus
FOURTH SUPPLEMENT DATED 26 FEBRUARY 2018 TO THE 7 JUNE 2017 BASE PROSPECTUS RENAULT (incorporated as a société anonyme in France) €7,000,000,000 Euro Medium Term Note Programme This prospectus supplement (the "Fourth Supplement") is supplemental to and must be read in conjunction with, the Base Prospectus dated 7 June 2017 (the "Base Prospectus") granted visa No. 17-260 on 7 June 2017 by the Autorité des marchés financiers (the "AMF"), the first supplement to the Base Prospectus dated 31 July 2017 granted visa No. 17-404 on 31 July 2017, the second supplement to the Base Prospectus dated 9 November 2017 granted visa No. 17-581 on 9 November 2017 and the third supplement to the Base Prospectus dated 20 November 2017 granted visa N° 17-601 on 20 November 2017, each prepared by Renault ("Renault" or the "Issuer") with respect to its €7,000,000,000 Euro Medium Term Note Programme (the "Programme"). Terms defined in the Base Prospectus shall have the same meaning when used in this Fourth Supplement. Application has been made for approval of this Fourth Supplement to the AMF in its capacity as competent authority pursuant to Article 212-2 of its Règlement Général which implements Directive 2003/71/EC (as amended) on the prospectus to be published when securities are offered to the public or admitted to trading in France (the "Prospectus Directive"). To the extent that there is any inconsistency between (a) any statement in this Fourth Prospectus Supplement and (b) any other statement in or incorporated by reference in the Base Prospectus (as supplemented by the first, second and third supplements to the Base Prospectus), the statement in (a) above will prevail. -
Groupe Renault : 3 Marques Complémentaires 14 Alliance Renault-Nissan : 4E Constructeur Mondial
DRIVE THE CHANGE RAPPORT ANNUEL 2014 1 Profil du Groupe 2 Interview croisée Carlos Ghosn / Navi Radjou 4 Comité Exécutif du Groupe : unis pour la performance 6 Temps forts 2014 8 Lancements 2014 10 Chiffres-clés 2014 12 Groupe Renault : 3 marques complémentaires 14 Alliance Renault-Nissan : 4e constructeur mondial 16 … une entreprise 32 … la voiture rendait 56 … l’automobile mondialisée la vie plus belle ? faisait rimer économie était un levier et écologie ? de développement pour tous ? 20 Cultiver notre identité : racines françaises, 36 Marquer notre époque par des véhicules 60 Réduire l’empreinte carbone du Groupe rayonnement international emblématiques 62 Développer l’économie circulaire 24 Faire fructifier l’Alliance Renault-Nissan 38 Exalter l’esprit Twingo 64 Faire baisser l’empreinte environnementale pour renforcer nos positions 40 Poursuivre la saga du véhicule utilitaire de nos véhicules 26 Développer les talents de nos collaborateurs avec Trafic et Master 66 Permettre à chacun de rouler en électrique dans le monde 42 Réinventer le voyage en Espace 68 Relever les défis technologiques 28 Accompagner localement les populations 44 Imaginer des véhicules au plus près de l’ultra-basse consommation 30 Agir auprès des jeunes pour préparer l’avenir des marchés 46 Explorer une vie à bord hyper-connectée en toute sécurité 48 Cahier Passion CAHIER DE L’ACTIONNAIRE 72 Le Groupe Renault et le gouvernement d’entreprise 74 Le Conseil d’administration et ses comités spécialisés 75 Le Groupe Renault et ses actionnaires 76 Résultats financiers 80 Indicateurs extra-financiers 82 Notations extra-financières et indices boursiers socialement responsables Le Groupe Renault innove en faveur de la mobilité durable pour tous Fondé en 1898, Renault conçoit des véhicules et organes mécaniques, les produit dans 36 sites de fabrication et les commercialise dans 125 pays. -
Vehicle Registration Tax As a Policy Instrument to Help Reduce CO2
www.theicct.org BRIEFING APRIL 2019 Vehicle registration tax as a policy instrument to help reduce CO2 emissions and fuel consumption in Turkey Vehicle taxes in Turkey are among the highest in all of Europe. In particular, the Turkish registration tax on new passenger cars (Özel Tüketim Vergisi, or ÖTV) has a strong impact on consumer purchase behavior and vehicle market structure.1 However, the ÖTV currently does not directly take into account the emissions level of a vehicle, and thereby provides only a limited incentive for consumers to opt for passenger cars with low- or zero-emissions. This is different from most of the European Union (EU) member states, where vehicle manufacturers are obliged to reduce the average carbon dioxide (CO2) level of their new cars and consumer purchase decisions are driven by taxation systems based partly or entirely on the CO2 emission level of the vehicles available on the market.2 1 Murat Şenzeybek and Peter Mock, Passenger car emissions in Turkey: A baseline analysis of current vehicle taxation policies in Turkey and their impact on new and used passenger cars, (ICCT: Washington, DC, 2019), https://www.theicct.org/publications/passenger-car-emissions-turkey 2 Peter Mock, CO2 emission standards for passenger cars and light-commercial vehicles in the European Union, (ICCT: Washington, DC 2019), https://www.theicct.org/publications/ldv-co2-stds-eu-2030-update-jan2019; Sandra Wappelhorst, Peter Mock, and Zifei Yang, Using vehicle taxation policy to lower transport emissions - an overview for passenger cars in Europe, (ICCT: Washington, DC 2019),https://www.theicct.org/publications/ using-vehicle-taxation-policy-lower-transport-emissions Prepared by: Murat Şenzeybek, Peter Mock Acknowledgments: This paper is part of a two-year research project, kindly funded by Istanbul Policy Center - Sabancı University - Stiftung Mercator Initiative. -
Dacia Logan MCV Stepway Press Information
Dacia Logan Press Information MCV Stepway Contents Logan MCV Stepway: At a glance p. 2 UK Specifications p. 14 Design p. 4 Manufacturing p. 22 Dacia’s Stepway family p. 9 Dacia Brand Recognition & Awards p. 23 Technologies p. 10 History p. 25 Powertrains, Chassis and Driving Dynamics p. 11 Dacia Logan MCV Stepway Logan MCV Stepway: At a glance • Logan MCV Stepway has a rugged and revised exterior look inspired by modern crossovers • Muscular styling with flared wheel arches, raised ground clearance of 50mm over the standard Logan MCV and Dark Metal roof rails • Available in well equipped Comfort and Techroad trim levels • Impressive interior space, with five proper seats • Maintains the same impressive 573-litre boot as the Logan MCV (Maximum Capacity Vehicle) • Available with a choice of either TCe 90 petrol or Blue dCi 95 diesel engines • Logan MCV Stepway is priced from £12,695 • Three-year/60,000 miles warranty, plus a two-year paintwork warranty and six years’ anti-corrosion cover, as standard • More than 150,000 Dacias have been sold in the UK since the brand’s launch in 2013 • Dacia is Romania’s national vehicle manufacturer, starting out in 1966 and originally producing older Renaults under licence • Dacia was bought by Renault in 1999 and the brand is currently marketed in 38 countries • I n ancient Romanian, ‘Dacia’ meant ‘home’ 2 3 Dacia Logan MCV Stepway Design The Stepway version of the award-winning Logan its distinctive style in much the same manner MCV estate has an assertive personality that draws as the Duster. -
COMMUNIQUÉ DE PRESSE Le 5 Juin 2008 LOGAN, L
COMMUNIQUÉ DE PRESSE Le 5 juin 2008 LOGAN, L’HISTOIRE D’UN SUCCES MONDIAL Renault poursuit sa croissance et lance Sandero, le dernier né de la famille Logan • Quatre ans après son lancement, Logan tient ses engagements : 1 million de véhicules (Logan, Logan MCV, Logan Van, Logan Pick-up et Sandero) vendus partout dans le monde. • L’aventure continue avec Sandero, nouvelle berline bicorps, habitable et moderne, lancée début 2008 en Amérique du Sud et commercialisée en Europe à partir du 20 juin de cette année. • La Roumanie, berceau industriel de Logan, est au cœur d’ambition internationale du groupe Renault. Après la production, la conception se rapproche des clients, avec l’ouverture d’un centre régional d’ingénierie et un centre de design en 2007. 1. Logan, un succès commercial mondial Un formidable levier pour la conquête de nouveaux marchés Le groupe Renault a été précurseur de l’évolution des marchés automobiles dans le monde en lançant en 2004 le programme Logan. Pensé et développé pour les marchés en forte croissance, Logan a permis à Renault d’accroître significativement sa présence hors d’Europe et d’arriver sur de nouveaux marchés comme l’Inde et Iran. Fin 2007, 35% des ventes du Groupe se font hors d’Europe, contre 22,8% en 2004. En quatre ans, les véhicules de la plateforme Logan ont été commercialisés dans 59 pays, dont certains à très fort potentiel de croissance comme la Russie, l’Inde, l’Iran et le Brésil. Direction de la Communication 1967, rue du Vieux Pont de Sèvres – 92109 Boulogne Billancourt Cedex Tel.: + 33 (0)1 76 84 64 69 – Fax: + 33 (0)1 76 89 08 56 Sites : www.renault.com & www.media.renault.com Renault - Direction de la communication / Corporate Communications En Russie, Logan est produite et commercialisée avec succès depuis mi-2005.