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Business and the Visit of the Secretary of State for Foreign Trade from France, Charles De Chambrun (1966)
THE “RENAULT” BUSINESS AND THE VISIT OF THE SECRETARY OF STATE FOR FOREIGN TRADE FROM FRANCE, CHARLES DE CHAMBRUN (1966) Antoaneta Laura SAVA Abstract: Because the representatives of the “Renault” and “Volkswagen” companies did not show any interest, in the period 1973–1976, for a collaboration in the direction expected by the authorities from Bucharest, Nicolae Ceauşescu agreed on the prime minister Manea Mănescu signing a contract and several industrial and financial collaboration agreements, with the purpose of producing, at Craiova, under French licence, the models “Citroën Visa Spécial” and “Citroën Visa Club” (called in Romania, “Oltcit Special” and “Oltcit Club”). Meanwhile, the collaboration of Romania with “Renault” National Administration continued according to the intentions expressed by the prime minister Raymond Barre and Manea Mănescu in Paris (the 17th of December 1976), and the Romanian-French agreement concluded in the summer of 1978 (Bucharest, the 12th of June 1978), having the purpose to certify the continuation of “Dacia 1300” production, along with certain subsets, electric engines, dashboard instruments and components for the machines used in the car industry from Romania. Keywords: fields, authority, car manufacturing industry, Renault company, development. In the last decade, were written, both in Romania and abroad, several studies and analyses that refer to the success registered by “Renault” French company, on addressing “Dacia Logan”, “Dacia MCV”, “Dacia Sandero” and “Dacia Duster” car makes. First produced at the Colibaşi plant, they had, since the beginning, a low selling price, as compared to other makes of renowned companies. Due to a special interest manifested for understanding the manner in which “Dacia” products reached the commercial success during the period 2004–2014, we are to present, further on, the beginning of the cooperation between the authorities from Romania and the “Renault” company. -
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 ................................ -
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. -
Dacia Pay Agreement Signed
PRESS RELEASE April 11, 2008 DACIA PAY AGREEMENT SIGNED • Dacia management and Dacia’s trade union, Syndicat Autoturisme Dacia (SAD), signed an agreement on an annual pay increase on April 11, 2008. Work resumed at the plant on the same day at noon (GMT +1). • Under the agreement, qualified production workers will receive a gross monthly salary increase of 300 lei (83 euros) from January 1, 2008, followed by a gross monthly increase of 60 lei (16 euros) from September 1, 2008. Technicians, supervisory staff and managers get a 15% raise. All employees will receive a profit- sharing bonus based on 2007 results. The bonus will be equal to one month’s gross salary, with a gross minimum of 900 lei (249 euros). • The agreement concludes the negotiations started on January 28, according to a protocol established under Romanian law. Dacia management and the trade union have thus reached a reasonable compromise. The pay increases are significantly higher than the national average and the average in the Romanian manufacturing sector. In 2008, the average gross yearly salary of Dacia production workers will be 43% higher than the Romanian average (forecast). The salaries will also keep the Pitesti plant competitive on producing Dacia vehicles and parts for the worldwide Logan program. Today’s agreement between Dacia and SAD concludes a negotiation period that started on January 28, 2008, during which the management and the trade union met three times a week. Press contact: Axelle de Ladonchamps, 33 (0)1 76 84 64 69 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 Dacia Since Renault acquired Dacia in 1999, almost €1 billion has been invested in the in the Romanian subsidiary. -
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 -
Dacia Dacia Dacia 1000 – 1410 (1985-1995)
orjinautomotive.com 1 DACIA DACIA DACIA 1000 – 1410 (1985-1995) 1 00195 2 02716 2 02716 1 00195 Old Old Ref CODE Description OE – Number OE – Number FEATURES Ref CODE Description OE – Number OE – Number FEATURES code code M10x1,25-Male- M14x1,5- DA148 00195 Tie rod end 6001546523 - - 02716 Axial joint X00037 - 1 M14x1,5-105mm 2 M12x1-195 mm 2 DACIA DACIA 1300 (12/1972 - 05/1983) DACIA 1300 STATION WAGON (12/1972 - 05/1983) 5 01044 1 01037 1 01037 4 01194 4 01194 7 01041 6 01040 6 01040 8 01193 8 01193 Old Old Ref CODE Description OE – Number OE – Number FEATURES Ref CODE Description OE – Number OE – Number FEATURES code code Control arm 4 01194 Ball joint 7701455905 7701468821 M12x1,25 1 RN003 01037 7700562943 7701590974 150,5 mm complete 5 01044 Bushing 7700514109 7704001601 - Control arm 7700562943 Control arm RN002 01036 - 150,5 mm 6 01040 7701552545 7702252969 Upper 2 w/o ball joint Part of complete 01041 Bushing 7700514110 Control arm 7701552545 306 mm 7 3 RN007 01039 - w/o ball joint Part of UPPER 8 01193 Ball joint 7701460885 Upper orjinautomotive.com 3 DACIA DACIA DOKKER (11/2012-->) DACIA DOKKER VAN (Express) (12/2012-->) 1 00182 2 05009 2 05009 1 00182 3 00183 5 03548 5 03548 4 00184 11 03756 6 03542 7 03543 10 03549 10 03549 Old Old Ref CODE Description OE – Number OE – Number FEATURES Ref CODE Description OE – Number OE – Number FEATURES code code M8x1,25-74 Control arm 1 DA136 00182 Stabilizer link 6001547138 8200277960 mm 6 - 03542 complete-L 545010294R 545011727R Ø18-308 mm Stabilizer - 03543 Control arm 545004529R 545007106R -
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.