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Renault 2008 Annual Report

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Renault 2008 Annual Report 2008 ANNUAL REPORT 2008 KEY FIGURES* Total INDUSTRY VOLUME– REGIStratIONs – CARS + LCVS (IN UNITS) 2004 2005 2006 2007 2008 Europe (incl. France) 17,561,095 17,514,551 17,773,957 18,070,512 16,616,600 Euromed + America + Asia-Africa 24,571,894 27,022,655 29,353,333 32,593,925 33,553,227 Total 42,132,989 44,537,206 47,127,290 50,664,437 50,169,827 Renault GROUP - MARKET SHARE – CARS + LCVS (%) 2004 2005 2006 2007 2008 Europe (incl. France) 10.8 % 10.4 % 9,4 % 8.8 % 8.9 % Euromed + America + Asia-Africa 2.3 % 2.5 % 2.5 % 2.6 % 2.6 % Renault GROUP - REGIStratIONs – CARS + LCVS (IN UNITS) 2004 2005 2006 2007 2008 Europe (incl. France) 1,895,703 1,823,479 1,666,032 1,594,362 1,490,661 Euromed + America + Asia-Africa 561,341 682,083 740,707 860,780 875,002 Total 2,457,044 2,505,562 2,404,739 2,455,142 2,365,663 InternatIONAL GROUP SALES 2004 2005 2006 2007 2008 % of total 22.8 % 27.2 % 30.8 % 35.1 % 36.9 % Renault SHARE PERFORMANCE FROM DECEMBER 31, 2003 TO DECEMBER 31, 2008 (€) CAC 40 AND DJ EURO STOXX AUTO INDEXED ON RenauLT SHARE PRICE at DECEMBER 31, 2003 (€54.70) Renault annual change + 12.5 % + 11.9 % + 32.1 % + 6.6 % - 80.9 % 150 C a c 120 E u r o Renault 90 60 Renault : - 80.9 % DJ Euro Stoxx Auto : - 44.7 % 30 Cac 40 : - 42.7 % Jan. Avr. Juil. Oct. Déc. Jan. Avr. Juil. Oct. Déc. Jan. Avr. Juil. Oct. Déc. Jan. Avr. Juil. Oct. Déc. Jan. Avr. Juil. Oct. Déc. 2004 2005 2006 2007 2008 Year-end price (31/12/08) 61.55 68.90 91.00 97.01 18.55 High (02/01/08) 70.40 82.45 97.85 121.38 95.74 Low (21/11/08) 51.35 61.30 70.20 84.86 14.70 OperatING MARGIN* Renault WORKFORCE* NET INCOME – Renault SHARE* (€ mILLION) (IN UNITS) (€ mILLION) 2,500 150,000 3,500 3,367 2,115 126,584 128,893 130,179 129,068 124,277 3,000 2,836 2,869 2,000 120,000 2,669 2,500 1,500 1,354 90,000 1,323 2,000 1,063 1,000 60,000 1,500 1,000 500 30,000 571 212 500 0 0 0 2004 2005 2006 2007 2008 2004 2005 2006 2007 2008 2004 2005 2006 2007 2008 GROUP REVENUES * SIMPLIFIED Structure OF THE Renault GROUP (€ mILLION) AT DECEMBER 31, 2008 50,000 Renault SA 40,292 41,338 41,528 40,682 40,000 37,791 44.3 % 99.4 % 30,000 100 % 66 Nissan Motor Dacia 65.4 67.2 67.8 65.6 Renault s.a.s. 20,000 20,7 % 100 % 80.1 % 25 % 10,000 AB Volvo RCI Banque Renault AvtoVAZ Other industrial, commer- 34.6 32.8 34 32.2 34.4 0 Samsung cial, financing and cash Motors 2004 2005 2006 2007 2008 management companies Foreign % Domestic % * Published figures. COMMERCIAL RESultS (‘000 UNIT + LCVS) EUROMED - 4.6% 2007 424,121 2008 404,715 EUROPE (INCL. FRANCE) - 7.2% 2007 1,624,261 2008 1,507,228 AMERICAS + 4.1% ASIA-AFRICA 2007 244,926 + 12.3% 2008 254,959 2007 191,733 2008 215,328 WORLDWIDE - 4.1% 2007 2,485,041 2008 2,382,230 215248 3285041 2008 KEY FIGURES* CONTENTS 1 2008 in pictures GROUP SALES WORLDWIDE: 2 From the President & CEO 4 Corporate governance 8 Management team 2,382,230 VEHICLES 10 Renault shareholders 12 THE RENAULT-NISSAN REVENUES: ALLIANCE 13 Principles of the Alliance 14 Cooperation and synergies €37,791 miLLION 18 Nissan in 2008 19 Alliance combined sales for 2008 20 PRODUCT OFFENSIVE OperatING MARGIN: 21 Design 22 Passenger cars €212 miLLION 24 Entry range 26 Light commercial vehicles 27 Powertrains 28 Vehicle range NET INCOME – Renault SHARE: 30 Quality 31 Sales and marketing 32 R&D and Renault Engineering €571 miLLION 33 Manufacturing 34 Purchasing 35 Sales financing 37 Motor sports and technology WORKFORCE: 38 Other stakeholdings 40 A SUSTAINABLE 129,068 EMPLOYEES AND RESPONSIBLE COMPANY 41 Social performance 42 Human resources 44 Environment 46 SALES PERFORMANCE AND FINANCIAL PERFORMANCE 47 Sales performance 50 Financial performance and outlook for 2009 *Published figures. 2008 IN PICTURES 1 3 4 2 5 6 7 1, 2 and 7: Product offensive (New Mégane, New Laguna coupé, Dacia Sandero) 3: Launch of the Dacia eco² signature 4: Signature of the electric vehicle project with Project Better Place 5: Z.E. Concept / 6: Avtovaz signature 2008 Renault Annual Report 1 FROM THE PRESIDENT & CEO For Renault, as for all carmakers, 2008 was a year of on which we have already made considerable progress, 60% of vehicles sold by the Group in Europe emitted less three distinct parts: thanks to the work and motivation of all of Renault’s than 140g of CO2 per km (compared with 48% in 2007), first half 2008 was a period of growth, with the employees over the past three years. and more than one-third emitted less than 120g. company in line with our guidance; the third quarter saw the start of decline in some I would like to highlight three major achievements. Finally, we have multiplied our sources of profitability. markets; In 2005, Renault’s results were highly dependent on a and the fourth quarter saw a brutal acceleration of the First, Renault has undertaken a quality revolution, and our single market – France – and a single vehicle – Mégane. crisis. After having fallen only 3% in the first half of the commitment is almost achieved. According to an inde- Today, Renault can count on three pillars of profitability in year, the European market dropped 21% in the last pendent survey, Laguna is already ranked in the top three its range (Mégane, LCVs and the Logan family) and on a quarter alone. From November onwards these levels in France and Germany. better distribution of earnings across the regions. Sales of market declines started to appear across the world. The improvement in the quality of our sales and after- outside Europe now account for 37% of total Group sales, While BRIC (Brazil, Russia, India and China) market sales has enabled us to reach a rate of 80% of “completely compared with 27% in 2005. growth was on average 25% in the first six months, satisfied” customers at the end of 2008 (compared with November and December saw a decrease of 18%. 72% at the end of 2005), which represents 800,000 addi- With higher quality, enhanced products and technology, tional “completely satisfied” customers in three years. and more profit drivers, Renault has solid advantages to How does the current environment impact Renault weather a crisis that is likely to be long and will profoundly Commitment 2009? Second, we have significantly enhanced our range of pro- alter the automotive industry. ducts and technologies. Our range has been extended The severity of the crisis has voided two of the plan’s with 17 new products launched since the beginning of A crisis of this magnitude presents two challenges three commitments: our commitment to growth, which the plan. A significant increase in the rate of new vehicle for Renault and the industry as a whole. was already in doubt in July 2008, and our commitment development has gone hand in hand with improvements to profitability. Although we were still on track at the end in quality, cost and development times. For example, New In the short term, we need to weather the crisis. of the first half in 2008, the sudden and deep drop in Mégane brings a 25% reduction in engineering costs An action plan has been implemented and is mobilizing volumes in the second half has put that commitment compared with the previous generation and a 15% shorter all of the company’s employees around a single priority: totally out of reach. development time while maintaining superior quality. preserving our cash. The key parameters of the compa- ny’s financial situation were put on watch in the second Beyond these objective in figures, the plan’s over- Our technologies have been enhanced in two key areas: half of 2008. arching ambition – to be the most profitable and com- safety, where Renault remains the European leader, In 2009, we intend to expand the actions already initiated, petitive full-line European carmaker – continues to guide and the environment, through vehicles that are fuel- particularly to reduce costs, investment and inventories the company. We are pursuing the plan’s key priorities, and emissions-efficient as well as affordable. In 2008 as well as adjust production. This is the goal of the action 2 2008 Renault Annual Report plan conducted by Patrick Pélata, whom I appointed Chief markets. In India and China, for example, there are only seized the crisis as an opportunity for change. Operating Officer in October 2008. 50 cars per 1,000 inhabitants, and 150 in Russia and Brazil, compared with 800 in the United States and 600 From this standpoint, I have complete confidence in Surviving the crisis requires efforts from all the compa- in Europe and Japan. Because of the growth potential in Renault, its capacity for commitment and its capacity ny’s stakeholders. The rule on performance-related pay emerging markets, we have greatly increased our pre- to renew itself, having innovated for more than 110 years. that was introduced in 2006 is clear: bonuses will only be sence in Brazil, Morocco, India, Iran and Russia through I am confident that Renault will meet this two-fold paid if our operating margin objective is reached.
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