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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 .............................................................................. -
2007 Annual Report
2007 ANNUAL REPORT 2007 KEY FIGURES* GROUP SALES WORLDWIDE: 2,484,472 VEHICLES Revenues – RENAULT SHARE: €40,682 million OPERATING MARGIN: €1,354 million Net income — RENAULT SHARE: €2,669 MILLION DIVIDEND PER SHARE: €3.80** WORKFORCE: 130,179 EMPLOYEES * Published figures. ** As proposed at the Annual General Meeting on April 29, 2008. 2007 KEY FIGURES OPERATING MARGIN* WORKFORCE* DIVIDEND PER SHARE TOTAL INDUSTRY VOLUME – REGISTRATIONS – CARS + LCVs (€ MILLION) (IN UNITS) (€) (IN UNITS) 150,000 2,500 4.0 3.80** 2003 2004 2005 2006 2007 2,115 128,893 130,179 125,128 124,277 126,584 3.5 Europe + France 17,096,627 17,561,095 17,514,551 17,773,957 18,059,825 2,000 120,000 3.10 3.0 Euromed + Americas + Asia-Africa 21,994,091 24,571,894 27,022,655 29,353,333 31,984,185 1,402 1,354 90,000 2.5 2.40 1,500 1,323 Total 39 090 718 42,132,989 44,537,206 47,127,290 50,044,010 1,063 2.0 1.80 1,000 60,000 1.5 1.40 1.0 500 30,000 0.5 RENAULT GROUP – MARKET SHARE – CARS + LCVs 0 0 0 (%) 2003 2004 2005 2006 2007 2003 2004 2005 2006 2007 2003 2004 2005 2006 2007 2003 2004 2005 2006 2007 Europe + France 11.1% 10.8% 10.4% 9.4% 8.8% Euromed + Americas + Asia-Africa 2.1% 2.3% 2.5% 2.5% 2.7% NET INCOME – RENAULT SHARE REVENUES – RENAULT SHARE SIMPLIFIED STRUCTURE OF THE RENAULT (€ MILLION) (€ MILLION) GROUP AT DECEMBER 31, 2007 RENAULT GROUP – REGISTRATIONS - CARS + LCVs 3,500 3,367 (IN UNITS) 50,000 NISSAN 15 % RENAULT 3,000 2,836 2,869 2,669 41,338 41,528 40,682 44.3% 2003 2004 2005 2006 2007 2,500 2,480 40,000 37,525 40,292 2,000 Europe + France 1,894,262 1,895,703 1,823,479 1,666,032 1,593,789 30,000 AB VOLVO RENAULT Euromed + Americas + Asia-Africa 740,707 1,500 64.5 65.4 67.2 66 67.8 20% 100% TRUCKS 460,798 561,341 682,083 861,072 20,000 1,000 MACK Total 2,355,060 2,457,044 2,505,562 2,406,562 2,454,861 500 10,000 35.5 34.6 32.8 34 32.2 RENAULT DACIA 0 0 SAMSUNG 70.1% 99. -
Earnings Report Year 2015
EARNINGS REPORT YEAR 2015 GROUPE RENAULT EARNINGS REPORT - Year 2015 IN BRIEF 1 1. SALES PERFORMANCE 3 OVERVIEW 3 1.1. AUTOMOTIVE 4 1.1.1. Group registrations worldwide by Region 4 1.1.2. Group registrations by brand and by type 5 1.2. SALES FINANCING 6 1.2.1. New financing and services 6 1.2.2. RCI Banque penetration rate on new vehicle registrations 6 1.2.3. International development and new activities 7 1.3. REGISTRATIONS AND PRODUCTION STATISTICS 8 2. FINANCIAL RESULTS 13 SUMMARY 13 2.1. COMMENTS ON THE FINANCIAL RESULTS 13 2.1.1. Consolidated income statement 13 2.1.2. Automotive operational free cash flow 15 2.1.3. Automotive net cash position at December 31, 2015 16 2.2. CONDENSED CONSOLIDATED FINANCIAL STATEMENTS 17 2.2.1. Consolidated income statement 18 2.2.2. Consolidated comprehensive income 19 2.2.3. Consolidated financial position 20 2.2.4. Changes in shareholders’ equity 21 2.2.5. Consolidated cash flows 22 2.2.6. Information on operating segments and regions 23 3. FINANCIAL INFORMATION ON THE ALLIANCE 29 In brief IN BRIEF KEY FIGURES 2015 2014 Change Worldwide Group registrations million vehicles 2.80 2.71 +3.3% Group revenues € million 45,327 41,055 +10.4% Group operating profit € million 2,320 1,609 +711 % revenues 5.1% 3.9% +1.2 pts Group Operating income € million 2,121 1,105 +1,016 Contribution from associated companies € million 1,371 1,362 +9 o/w Nissan 1,976 1,559 +417 o/w AVTOVAZ -620 -182 -438 Net income € million 2,960 1,998 +962 Net income, Group share € million 2,823 1,890 +933 Earnings per share € 10.35 6.92 3.43 Automotive operational free cash flow (1) € million 1,033 1,083 -50 Automotive net cash position € million 2,661 2,104 +557 Sales Financing, average loans outstanding € billion 28.2 25.4 +11.0% (1) Automotive operational free cash flow: cash flows (excluding dividends received from publicly listed companies) minus tangible and intangible investments net of disposals +/- change in the working capital requirement. -
2018–2019 Annual Report
LIVING THE FUTURE OF MOBILITY 2018–2019 TODAY ANNUAL REPORT Messages from the Chairman and the Chief Executive Officer 02 The all-new Clio, carrying the genes of the future 06 — A leader in electric mobility 08 — Smart island ecosystems 10 — Benefiting mobility 12 — On the road to autonomy 14 — A robo-vehicle trilogy 16 — Conquering new horizons 18 — Manufacturing enters a new era 20 — Committed to solidarity 22 — A passion for sport and excellence 24 — A new face for the Alliance 26 — or 120 years, our cars have been all about passion, invent- iveness and affordability. Today, we are continuing this success story around the world, offering improved perform- ance and innovative concepts, together with a genuine Freinvention of mobility. From smart islands and spectacular advances in autonomous and electric vehicles to the wildest concept cars, we are setting the stage for a new era of shared and sustainable mobility. Our customers have high expectations and we develop bold solutions, producing smart and safe vehicles that evoke fresh emotions and deliver unique experiences. With this same objective in view, we are stepping up our efforts across all the key areas of our DRIVE THE FUTURE strategic plan for 2022. Alongside our partners, we are also reiterating our commitment to the goals of the world’s largest automotive alliance, which celebrates its 20th anniversary this year. GROUPE RENAULT - 01 In the past year, Renault demonstrated its resilience and strength in the face of obstacles. I am especially proud to have joined this Group at a defining moment in its history. -
2008 Registration Document
2008 REGISTRATION DOCUMENT CONTENTS RENAULT AND THE GROUP 3 RENAULT AND ITS SHAREHOLDERS 165 0 1 1.1 Presentation of Renault and the Group 4 05 5.1 General information 166 1.2 Risk factors 24 5.2 General information about Renault’s share 1.3 The Renault-Nissan Alliance 26 capital 168 5.3 Market for Renault shares 172 5.4 Investor relations policy 176 MANAGEMENT REPORT 43 02 2.1 Earnings report 44 2.2 Research and Development 63 MIXED GENERAL MEETING OF 2.3 Risk management 69 06 MAY 6, 2009 PRESENTATION OF THE RESOLUTIONS 179 The Board first of all proposes the adoption of SUSTAINABLE DEVELOPMENT 83 eleven resolutions by the Ordinary General Meeting 180 Next, nine resolutions are within the powers of 3.1 Employee-relations performance 84 03 the Extraordinary General Meeting 182 3.2 Environmental performance 101 3.3 Social performance 116 3.4 Renault, a responsible company 127 FINANCIAL STATEMENTS 187 3.5 Table of objectives 129 07 7.1 Statutory auditors’ report on the consolidated financial statements 188 7.2 Consolidated f inancial s tatements 190 CORPORATE GOVERNANCE 135 7.3 Statutory Auditors’ reports on the parent 04 4.1 The Board of Directors 136 company only 252 4.2 Management bodies at March 1, 2009 146 7.4 Renault SA parent company 4.3 Audits 149 financial statements 255 4.4 Interests of senior executives 150 4.5 Report of the Chairman of the Board, pursuant to Article L. 225-37 of French ADDITIONAL INFORMATION 273 Company Law (Code de commerce) 156 08 8.1 Person responsible 4.6 Statutory auditors’ report on the report of for the Registration document 274 the Chairman 163 8.2 Information concerning FY 2007 and 2006 275 8.3 Internal regulations of the Board of Directors 276 8.4 Appendices relating to the environment 282 8.5 Cross reference tables 288 REGISTRATION DOCUMENT REGISTRATION 2008 INCLUDING THE MANAGEMENT REPORT APPROVED BY THE BOARD OF DIRECTORS ON FEBRUARY 11, 2009 This Registration document is on line on the Web-site www.renault.com (French and English versions) and on the AMF Web-site www.amf-france.org (F rench version only). -
Renault Not to End Tie-Up with Mahindra & Mahindra
Mar 18, 2010 16:18 IST Renault not to end tie-up with Mahindra & Mahindra French auto major Renault on Wednesday said it was not going to end tie-up with Mahindra & Mahindra over their joint venture that sells Logan, stressing that the car will continue to ply on the Indian roads. The company said that it will announce details of reworked pact with M&M by April. Mahindra Renault Pvt Ltd, the joint venture in which the French automaker holds 49 per cent, has been struggling to sell Logan with sales declining to just 4,981 units in April- February 2009-10, down 60.03 per cent from the year-ago period. While M&M wants to tweak the specifications of Logan to make it smaller in order to qualify for excise benefits on small cars, Renault has been against it thereby putting strain on their partnership. “We are discussing (with M&M) how to reposition the car and how to simplify the organisation and it looks like we need to be more nimble and little fast with the market,” Renault Chairman and Chief Executive Officer Carlos Ghosn said. He said so far the conclusion has not been drawn. “The day we reach a conclusion we will communicate with you...it is too early to talk to you on what decision will be taken.” On the poor sales performance of Logan, Ghosn said: “We are obviously not very satisfied with the evolution of sales of Logan and we have shared it with M&M.” He, however, reiterated that despite the differences with M&M, the Logan will stay in Indian market. -
2007 Registration Document
2007 REGISTRATION DOCUMENT (www.renault.com) REGISTRATION DOCUMENT REGISTRATION 2007 Photos cre dits: cover: Thomas Von Salomon - p. 3 : R. Kalvar - p. 4, 8, 22, 30 : BLM Studio, S. de Bourgies S. BLM Studio, 30 : 22, 8, 4, Kalvar - p. R. 3 : Salomon - p. Von Thomas cover: dits: Photos cre 2007 REGISTRATION DOCUMENT INCLUDING THE MANAGEMENT REPORT APPROVED BY THE BOARD OF DIRECTORS ON FEBRUARY 12, 2008 This Registration Document is on line on the website www .renault.com (French and English versions) and on the AMF website www .amf- france.org (French version only). TABLE OF CONTENTS 0 1 05 RENAULT AND THE GROUP 5 RENAULT AND ITS SHAREHOLDERS 157 1.1 Presentation of Renault and the Group 6 5.1 General information 158 1.2 Risk factors 24 5.2 General information about Renault’s share capital 160 1.3 The Renault-Nissan Alliance 25 5.3 Market for Renault shares 163 5.4 Investor relations policy 167 02 MANAGEMENT REPORT 43 06 2.1 Earnings report 44 MIXED GENERAL MEETING 2.2 Research and development 62 OF APRIL 29, 2008: PRESENTATION 2.3 Risk management 66 OF THE RESOLUTIONS 171 The Board first of all proposes the adoption of eleven resolutions by the Ordinary General Meeting 172 Next, six resolutions are within the powers of 03 the Extraordinary General Meeting 174 SUSTAINABLE DEVELOPMENT 79 Finally, the Board proposes the adoption of two resolutions by the Ordinary General Meeting 176 3.1 Employee-relations performance 80 3.2 Environmental performance 94 3.3 Social performance 109 3.4 Table of objectives (employee relations, environmental -
From the Logan to the Kwid: the Renault's Entry Strategy
From the Logan to the Kwid: The Renault's Entry strategy Bernard Jullien, Yannick Lung & Christophe Midler 25th GERPISA International Colloquium, ENS Cachan, Paris, 14 June 2017 From the Logan to the Entry Range In 1998, Louis Schweitzer, CEO of Renault, launched the idea of a $/€5000 car (X90 project) In 1999, Renault bought the Romanian carmaker Dacia … Logan’s production begun in Romania (Pitesti) in 2004 Initially designed for CEEC, the car has a great success in European market and in Emerging countries A complete range is progressively developed: Logan (hatchback, MCV, pick-up, and commercial version), Sandero (including Steepway), Duster (Oroch pickup), Lodgy and Dokker Entry , key for Renault internationalization Entry range became central for Renault-Dacia-Samsung group Unit: 000s vehicles Renault-Dacia-Samsung sales in 2016 (passenger cars) Total sales: 2.75 millions Entry & SubEntry: 1.25 millions (45.3%) Source: Atlas Renault 2016 Entry range is at the core of Renault products in emerging countries (except Slovenia and Turkey: in 2017, itsmodels are assembled in 10 different countries, 12 assembly plants on 4 continents 3 Kwid, the Sub Entry segment Carlos Ghosn (CEO) aims in 2010: increase the Alliance Renault-Nissan up to 10% of the world car sales, being more aggressive on emerging markets To propose a modern car to the buyers of new cars A global platform (a set of modules: CMF-A Common Module Family) to derive new models Renault Datsun (Nissan) 4 Renault Kwid and its sister Datsun Redi-GO Starting Price in India: 3670€ Starting Price in India: 3340€ About the methodology A comparative approach based on a double survey carried out by the authors for a decade. -
“Effect of Declining Market on TATA Motors”
PROJECT REPORT ON “Effect of Declining Market on TATA Motors” BY NILESH R. MANGHWANI AM 26 P.G.D.M (MRKT) 2008-2010 SINHGAD INSTITUTE OF BUSINESS ADMINISTRATION AND RESEARCH PUNE- 411048 ACKNOWLEDGEMENT Writing is a solitary task. However turning of millions of bytes of information requires ann army of talented folks . I have been fortunate enough to be assisted by many talented and caring people. And I wish to express my appreciation all those help has been most valuable. To all these truly outstanding people , and many others too , my warm personal regard . I am indeed grateful to my Director Mr. Sunil Kumar and Guardian Mr. Vishal Bhole and class co-ordinator Mrs. Manisha Landefor providing me the necessary guidance and faciliility required for completiotion of thithis project and for being an effective source of inspiration. I am thankful to the library for providing the necessary magazines and journals without which the completion of this project would not be possible .. Your’s Faithfuly Nilesh .R. Manghwani C E R T I F I C A T E This is to certify that the Project title Effect of Declining Market on TATA Motors is a bonafide work carried out by NILESH R. MANGHWANI student of P.G.D.M (MRKT) of of Sinhgad Institute of Business Administration and Research, Pune for fulfillment of a project report . He has worked under our guidance and direction. His work is found to be satisfactory and complete in all respect. DDiirreeccttoorr PPrroojjeecctGGuu iiddee MMrr.SSuu nniilKK uummaarr MMrr.VV iisshhaalBB hhoollee Date: Place: SIBAR, PUNE TABEL OF CONTENTS 1.1. -
Lessons Learned from the Kwid, Renault-Nissan's Indian
Guest Speaker Discussion Series n n n February 13th, 2017 Daring to be simple: lessons learned from the Kwid, Renault-Nissan’s indian car by n Gérard Detourbet n Global Vice-President, Alliance A-Segment Development Unit Director, Renault-Nissan Alliance n Christophe Midler n CNRS, research director (CRG I3); Professor, École polytechnique; Co-author, ‘Rethinking Innovation and Design for Emerging Markets: Inside the Renault Kwid Project’ n Yves Doz n Professor, Strategic management, INSEAD Overview It is often assumed that innovation involves sophisticated products or specialised technologies, and that it emerges in developed countries before being modified and spreading to developing countries. Renault’s car, the Kwid, turns this premise on its head. The Kwid had to be designed and manufactured in India by Indians in order to compete with the cheapest models in the market, and in so doing it rewrote the rules. It had to have an attractive design, but the technical choices made had to be the least expensive. The simplest solutions had to be found, even with respect to the smallest details, and often this meant lowering standards. Imposing such radical ideas on the parent companies required the skill of a charismatic project manager and a very reactive organisation. This experience may be too specific to be able to set a precedent unless it can produce a strategy for global businesses based on the requirements for emerging markets to invent cost-saving solutions which can then be spread throughout the world. Report by Sophie Jacolin • Translation by Rachel Marlin 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.The Association can also distribute the comments arising from these documents. -
Autoracing Koni Iskunvaimentimet Ja Alustasarjat US-Parts Finn-Am Oy Päivitetty 13.12.2017 Ohrahuhdantie 9 00680 Helsinki Puh. (09) 540 7800
Autoracing Koni iskunvaimentimet ja alustasarjat US-Parts Finn-Am Oy Päivitetty 13.12.2017 Ohrahuhdantie 9 00680 Helsinki puh. (09) 540 7800 Merkki Malli Mallitarkenne Huom Vuosimalli KONI tuoteryhmä Vasen etuiskari Oikea etuiskari Vasen etuiskari Oikea etuiskari Alustasarja Huom Acura CL Coupé 280 97-99 Sport 8041 1185LSPOR 8041 1185RSPOR 8041 1168SP4 8041 1168SP4 Acura CL Coupé 3.2 CL 281 01-03 Sport 8041 1257SPORT 8041 1257SPORT 8041 1258SPORT 8041 1258SPORT Acura TL Sedan 3.2 TL 281 00-03 Sport 8041 1257SPORT 8041 1257SPORT 8041 1258SPORT 8041 1258SPORT Acura TL Sedan 281 04-06 Sport 8041 1322LSPOR 8041 1322RSPOR 8041 1329SPORT 8041 1329SPORT Acura Integra Sedan / Coupé (DA9) 281 90-93 Sport 8041 1200SPORT 8041 1200SPORT 8041 1201SPORT 8041 1201SPORT On request Acura Integra Sedan / Coupé (DC2 / DC4) excl. Type R 284 94-01 STR.T 8050 1011 8050 1011 8050 1012 8050 1012 Acura Integra Sedan / Coupé (DC2 / DC4) excl. Type R 284 94-01 Sport 8041 1152SPORT 8041 1152SPORT 8041 1153SPORT 8041 1153SPORT Acura Integra Type R 284 97-01 STR.T 8050 1011 8050 1011 Acura Integra Type R 284 97-01 Sport 8041 1152SPORT 8041 1152SPORT 8041 1164SPORT 8041 1164SPORT Acura Legend Sedan / Coupé (KA7 / KA8) V6-3.2i 811 91-97 Special 8240 1125 8240 1125 8240 1126 8240 1126 Acura NSX Coupé (NA1) 0 90-97 Sport 8241 1117SPORT 8241 1117SPORT 8241 1118SPORT 8241 1118SPORT Acura RSX RSX 131 02-06 Sport 8610 1415SPORT 8610 1415SPORT 8010 1050SPORT 8010 1050SPORT Acura TSX TSX 0 04-08 Sport 8041 1322LSPOR 8041 1322RSPOR 8041 1329SPORT 8041 1329SPORT Acura TSX TSX 0 09-13 FSD 2100-4120 Acura TSX TSX 0 09-13 Sport 8041 1406LSPOR 8041 1406RSPOR 8041 1407SPORT 8041 1407SPORT Alfa Romeo 33 Nuova, incl. -
Atlas Renault 2015 March Edition 2016
ATLAS RENAULT 2015 MARCH EDITION 2016 CONTENTS 02 / GROUPE RENAULT 04 / Key figures 05 / One Group, three brands 06 / Highlights 2015 07 / Launches 2015 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 1 13 / Highlights for the Americas region 14 / Strategic plan 15 / Simplified structure/Ownership structure 16 / Organization chart 18 / Financial information 19 / Workforce 20 / Corporate social responsibility 21 / Milestones, over 116 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, Middle 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 range 54 / Powertrain range 56 / Motorsport Automotive 58 / Research and Development 61 / Light Commercial Vehicles 62 / Electric Vehicles 3 64 / Purchasing 65 / Supply Chain 66 / Sales Network 67 / RCI Banque 68 / After-Sales 69 / Renault Tech 70 / RENAULT-NISSAN ALLIANCE 72 / Overview 73 / Highlights 74 / Synergies 75 / Organization chart of shared departments 76 / Partnerships 4 78 / Alliance sales 01 Renault Kadjar in the streets of Wuhan (China) GROUPE Renault Renault has been making cars since 1898. Today it is an international group with global sales of over 2.8 million vehicles in 2015. The success of new products in 2015, the numerous launches planned and the development of international business all confirm Renault’s growth ambitions for 2016. KEY FIGURES 2015 45,327 MILLION EUROS IN REVENUES IN 2015 GROUPE RENAULT 2015 2014 Revenue 45,327 41,055 € million Net income 2,960 1,998 € million 2015 2014 Workforce 120,136 117,395 Number of vehicles sold (1) 2,801,592 2,712,432 (1) All PC/LCV sales figures in the Atlas exclude Twizy.