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7314
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dbpedia
|
2
| 85
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https://plmgroup.eu/success-story/renault-group/
|
en
|
Renault Group
|
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2022-01-26T16:17:45+00:00
|
The car manufacturer Renault Group takes the next step in their innovation journey by expanding their use of the 3DEXPERIENCE platform.
|
en
|
PLM Group EU
|
https://plmgroup.eu/success-story/renault-group/
|
The car manufacturer Renault Group takes the next step in their innovation journey by expanding their use of the 3DEXPERIENCE platform to more than 20 000 of their employees. This is a part of a strategic plan that focuses on value creation.
Beyond pure engineering design
In 2019, Renault’s inhouse Cooperative Innovation Laboratory (LCI) started to use the 3DEXPERIENCE platform to transform their innovation processes to the cloud. The plan was to connect all stakeholders to work on an electric experimental delivery vehicle named Renault EZ-FLEX.
In a press release, Laurence Montanari who was the senior innovation manager and head of the project at Groupe Renault, said:
“The 3DEXPERIENCE platform opens new avenues for collaborative digital tools applied to the automotive world that go beyond pure engineering design.”
Olivier Sappin, Vice President of Transportation and mobility industry at Dassault Systèmes also added:
“The future for carmakers is not about just building individual vehicles or going from point A to point B. It’s about developing completely new mobility experiences that change how we live. Today’s established companies are being challenged by startups and newcomers that don’t have legacy systems and are agile from the get-go. A platform approach enables the LCI to reveal its knowledge and know-how and introduce concepts for potential new business models.”
Accelerates transformation with 3DEXPERIENCE
During 2021, Renault decided to take their work with the platform even further by adopt the platform globally. Leveraging the power of the platform, the company will develop programs for new vehicles and mobility services.
In a press release the company tells that 20 000 Renault employees will be able to draw benefits from the platform wherever and whenever. It means a completely new backbone to share product data in real-time and for managing virtual twins of diverse product configurations. It also means that a higher level of agility, a reduction of costs and the possibility to develop a new vehicle in a years time.
Luca de Meo, CEO at Renault group, says that the platform demonstrates their beliefs in the leadership role of engineering and digital in the company’s “Renaulution”.
“Our shift toward becoming a technology, services and energy company must be collaborative. The 3DEXPERIENCE platform connects engineering to all disciplines in one digital company. We will gain agility, speed, and effectiveness to develop new mobility faster than ever.”
|
|||||
7314
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dbpedia
|
3
| 26
|
https://www.team-bhp.com/forum/indian-car-scene/201694-renault-nissan-plant-chennai-offering-vrs-voluntary-retirement-employees.html
|
en
|
Renault-Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees
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"Team-BHP TeamBHP Indian car forum indian car community automotive forum cars indian car website automotive scene india"
] | null |
[
"AutoNoob"
] |
2018-09-10T23:20:06+05:30
|
Received the following from a source in Renault Nissan Chennai plant (RNAIPL). Employee Voluntary Separation Scheme, 2018 Is Renault Nissan going GM way ?? With group sales in India falling below 10k
|
en
|
/misc/favicon.ico
|
Team-BHP.com
|
https://www.team-bhp.com/forum/indian-car-scene/201694-renault-nissan-plant-chennai-offering-vrs-voluntary-retirement-employees.html
|
Senior - BHPian
Join Date: Feb 2011
Location: On-board JWST
Posts: 1,377
Thanked: 4,131 Times
Renault-Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees
Received the following from a source in Renault Nissan Chennai plant (RNAIPL).
Employee Voluntary Separation Scheme, 2018
Is Renault Nissan going GM way ??
With group sales in India falling below 10k and only support being exports, does seem like that.
Last edited by Aditya : 11th September 2018 at 09:58. Reason: Adding watermark
BHPian
Join Date: Oct 2014
Location: NCR/Turin
Posts: 672
Thanked: 1,633 Times
re: Renault-Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees
Now I can't be the only one who read VRS and jumped and thought that GM is gifting Octavia VRS to employees.
So Mitsubishi is handled by Renault in India? I guess Nissan is existing, a good move.
Now Renault should focus and maybe market the new Pajero.
Team-BHP Support
Join Date: Sep 2010
Location: All over!
Posts: 7,830
Thanked: 19,465 Times
Re: Renault Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees; going the GM w
We casually talk about how Renault-Nissan should just quit India given their half-hearted efforts in our market. But it is when things come down to such announcements that you realize the magnitude of the decision. Feel sorry for the employees, this development will create tremendous uncertainty in the company.
Also, "Early Bird Offer"?! How horribly condescending is that. Highlights an utter lack of empathy.
Team-BHP Support
Join Date: Feb 2004
Location: Bombay
Posts: 71,298
Thanked: 307,470 Times
Re: Renault-Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees
This is just trimming the fat & reducing costs. Let's not jump to conclusions. Tata has too offered VRS to its employees in the recent past.
The Renault group has good cumulative sales in India. That said, in my personal opinion, they should just let Nissan retire. It's a damaged brand. I believe the upcoming Kicks is their last & final shot at the market. If the Kicks doesn't click, Japanese bosses will be looking at tough options for Nissan India.
Senior - BHPian
Join Date: Aug 2009
Location: WB 26
Posts: 3,406
Thanked: 2,920 Times
Re: Renault-Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees
Cars sold by the alliance in August 2018:
Renault: 6557
Nissan: 530
Datsun: 2578
Mitsubishi: 0
Total : 9665
Market share: 3.4% (7th position)
IMO they should snip all redundant and overlapping models and retain the following in their portfolio:
Datsun: RediGo (aim this at the budget / value market)
Renault: Duster (updated), Kwid (upgrade and position this as a step up from RediGo), a supermini, a capable sedan (Keep Renault as the main brand with consistent sellers)
Nissan: Fold the brand (No use keeping a overlapping portfolio, maybe have the GTR as an option to be imported as a CBU)
Mitsubishi: a big SUV, maybe the new Pajero at competitive prices?
Also, all of these models should be sold under one roof from a multibrand dealership so that the buyer has choices once he walks in.
Last edited by blackasta : 11th September 2018 at 10:37.
Senior - BHPian
Join Date: Oct 2006
Location: Mumbai - The city of Sea Link!!!
Posts: 2,929
Thanked: 938 Times
Re: Renault-Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees
Quote:
Originally Posted by GTO
The Renault group has good cumulative sales in India. That said, in my personal opinion, they should just let Nissan retire. It's a damaged brand. I believe the upcoming Kicks is their last & final shot at the market. If the Kicks doesn't click, Japanese bosses will be looking at tough options for Nissan India.
Yes, if the Kicks doesn't kick other rivals in the market, nissan should be kicked out by the parent company. They should learn a thing or two from Fiat. The parent company is not doing great in Indian market but Jeep clicked.
My view, speed up the process of Mitusbishi in India and start with a bang. Xpander, Eclipse, Delica, Lancer are good brands to come to India. For that matter, even Mirage or EK Wagon should do decent numbers.
Senior - BHPian
Join Date: Mar 2008
Location: Evanston
Posts: 1,748
Thanked: 736 Times
Re: Renault-Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees
Quote:
Originally Posted by GTO
The Renault group has good cumulative sales in India.
Quote:
Originally Posted by blackasta
Cars sold by the alliance in August 2018:
Renault: 6557
Nissan: 530
Datsun: 2578
Mitsubishi: 0
Total : 9665
Market share: 3.4% (7th position)
Agree with both your comments, however, they are a little too dependent on the Kwid (5541 units in Aug '18), and that is a tricky position to be in. The Kwid's volumes are at about 50% of what they were closer to its launch. For me, there are also unanswered questions (referring to the earlier crash test debacle) about what measures Renault will take to make the Kwid compliant with Bharat Stage VI safety norms, and what effect that would have on its pricing.
Quote:
Originally Posted by amtak
. For that matter, even Mirage or EK Wagon should do decent numbers.
I have had the (mis)fortune of driving a Mirage once in the States. I for one, would love for that car to remain true to its name .
|
||
7314
|
dbpedia
|
3
| 4
|
https://www.renaultgroup.com/en/our-company/locations/
|
en
|
Our plants, labs, design and engineering center
|
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"https://www.renaultgroup.com/wp-content/themes/renault/assets/styles/images/logo-groupe-renault-new.svg",
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] |
[] |
[] |
[
""
] | null |
[] | null |
Discover region by region Renault Group's activities around the globe: plants, labs, engineering and design centers, and commercial representations.
|
en
|
/apple-touch-icon.png
|
https://www.renaultgroup.com/en/our-company/locations/
|
About us
Renault Group is at the forefront of a mobility that is reinventing itself. Strengthened by its alliance with Nissan and Mitsubishi Motors, and its unique expertise in electrification, Renault Group comprises 4 complementary brands – Renault, Dacia, Alpine and Mobilize – offering sustainable and innovative mobility solutions to its customers.
Discover the section About us
Innovation
We are working on four major areas of innovation in order to develop the mobility of the future. Learn more!
Discover the section Innovation
Commitments
Renault Group’s commitments to ESG – Environment, Social/Societal and Governance – are at the heart of the company’s strategy, its businesses and its brands. Find out more about our vision and our actions.
Discover the section Commitments
News
Discover all news and stories of Renault Group and its brands.
Discover the section News
|
|||||
7314
|
dbpedia
|
1
| 68
|
https://timesofindia.indiatimes.com/business/international-business/renault-to-invest-320-million-hire-550-workers-to-make-electric-vans-in-northern-france/articleshow/108877442.cms
|
en
|
Renault to invest $320 million, hire 550 workers to make electric vans in Northern France
|
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[] |
[
"Volvo",
"Sandouville",
"Renault invest",
"Northern France",
"new-generation",
"Flexis",
"electric vans"
] | null |
[] |
2024-03-29T16:53:00+05:30
|
International Business News: SANDOUVILLE: French car maker Renault plans to invest 300 million euros ($323.
|
en
|
The Times of India
|
https://timesofindia.indiatimes.com/business/international-business/renault-to-invest-320-million-hire-550-workers-to-make-electric-vans-in-northern-france/articleshow/108877442.cms
|
A SIP calculator is a simple tool that allows individuals to get an idea of the returns on their
This financial tool allows one to resolve their queries related to Public Provident Fund account.
When investing in a fixed deposit, the amount you deposit earns interest as per the prevailing...
The National Pension System or NPS is a measure to introduce a degree of financial stability...
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https://www.theguardian.com/business/2021/apr/28/french-renault-workers-take-managers-captive-in-attempt-to-stop-factory-sale
|
en
|
French Renault workers take managers captive in bid to stop factory sale
|
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[
"Guardian staff"
] |
2021-04-28T00:00:00
|
Carmaker condemns latest ‘bossnapping’ by union activists, who held men for 12 hours
|
en
|
the Guardian
|
https://www.theguardian.com/business/2021/apr/28/french-renault-workers-take-managers-captive-in-attempt-to-stop-factory-sale
|
Workers trying to block the sale of a Renault car parts factory held seven managers against their will for 12 hours in the latest “bossnapping” to hit French industry.
Managers at the Fonderie de Bretagne, a foundry near the town of Lorient, in Brittany, north-west France, that has been put up sale, were held by union activists on Tuesday morning and prevented from going home until 10.30pm.
A union rep, Mael Le Goff, from the hard-left CGT, said the union had decided to release the managers because “they still didn’t want to have a dialogue so it was pointless trying to talk to people who don’t want to engage”.
The carmaker, which “strongly condemned” the detention, said it was trying to find a buyer for the factory, which employs 350 people, in order to “maintain activity at the site and safeguard jobs”.
Labour relations are often fraught in France, with clashes between executives and unions regularly in the headlines. In 2014, workers at a Goodyear tyre factory in northern France held two directors captive for nearly 300 hours to try to prevent the plant being closed. In 2015, angry Air France employees chased down several executives at the airline’s headquarters near Paris, stripping one naked to the waist in front of TV cameras and leaving another with his shirt and jacket in tatters. Three people were given suspended prison sentences for the attack.
A spate of “bossnapping” during the presidency of Nicolas Sarkozy from 2007-2012 led the rightwing leader to promise to put an end to the practice by giving police extra powers.
While managers at the Renault foundry have been freed, the factory remains closed, with picketing workers demanding that the carmaker rethink its plans to sell the site. “We are still waiting for progress with this issue,” Le Goff said. “It’s been going on for a year; it’s exhausting.”
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| 1
|
https://www.renaultgroup.com/en/finance-2/key-figures/
|
en
|
Renault Group
|
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[
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Find out the key annual and half-yearly figures, monthly sales, capital breakdown, revenues, income statements, dividends, stockholder structure.
|
en
|
/apple-touch-icon.png
|
https://www.renaultgroup.com/en/finance-2/key-figures/
|
STRUCTURE AT DECEMBER 31, 2022
(1) For information on the change in the voting rights held by the French State.
(2) The portion of shares held by employees taken into account in this category corresponds to shares held by current and former employees in the FCPE mutual funds, as well as to registered shares directly held by the employee beneficiaries of bonus share allocation as of the 2016 allocation plan, pursuant to Article L. 225-102 of the French Commercial Code.
(3) Including shares held under the liquidity contract set up by the Company since 1 July 2022.
STRUCTURE AT DECEMBER 31, 2021
(1) The portion of shares held by employees and former employees that are taken into account in this category corresponds to shares held in the FCPE mutual funds as well as to registered shares directly held by the beneficiaries of free shares as of the 2016 allocation plan.
STRUCTURE AT DECEMBER 31, 2020
STRUCTURE AT DECEMBER 31, 2019
STRUCTURE AT DECEMBER 31, 2018
STRUCTURE AT DECEMBER 31, 2017
STRUCTURE AT DECEMBER 31, 2014
NO SIGNIFICANT CHANGES OCCURRED IN THE RENAULT GROUP’S STOCKHOLDER STRUCTURE IN 2014.
NISSAN: NISSAN FINANCE CO. LTD. CANNOT EXERCISE THE VOTING RIGHTS ATTACHED TO THESE SHARES.
TREASURY STOCK: THESE SHARES DO NOT CARRY VOTING RIGHTS.
AT DECEMBER 31, 2005
LATEST MAJOR CHANGE IN CAPITAL STRUCTURE: ON JULY 28, 2003 THE FRENCH STATE FURTHER REDUCED ITS INTEREST. FOLLOWING THE SALE, IT HOLDS LESS THAN 16% OF RENAULT’S SHARE CAPITAL. CAPITAL OWNERSHIP REMAINED STABLE IN 2005. THE FRENCH GOVERNMENT'S STAKE WAS REDUCED FROM 15.65% TO 15.33% AFTER IT ISSUED BONUS SHARES ON SEPTEMBER 20, 2005 TO CURRENT AND FORMER EMPLOYEES WHO SUBSCRIBED TO THE 2002 OFFER.
NISSAN: NISSAN FINANCE CO. LTD. CANNOT EXERCISE THE VOTING RIGHTS ATTACHED TO THESE SHARES.
TREASURY STOCK: THESE SHARES DO NOT CARRY VOTING RIGHTS.
AT DECEMBER 31, 2002
IN H1 2002, TWO MAJOR TRANSACTIONS SUBSTANTIALLY ALTERED THE OWNERSHIP STRUCTURE: NISSAN TOOK A 15% STAKE AND THE FRENCH STATE SOLD PART OF ITS HOLDING THROUGH A PRIVATE INSTITUTIONAL PLACEMENT.
NISSAN: NISSAN FINANCE CO. LTD. CANNOT EXERCISE THE VOTING RIGHTS ATTACHED TO THESE SHARES.
AT JULY 31, 1996
RENAULT PRIVATIZED ON JULY 15, 1996. FRENCH STATE REDUCES ITS HOLDING TO 46%.
PSG AND ASG: SHARES HELD PURSUANT TO SPECIAL AGREEMENTS: PARTNER SHAREHOLDERS GROUP (PSG, 5% IN NOVEMBER 1994) AND ASSOCIATED SHAREHOLDERS GROUP (ASG, 6% IN JULY 1996, ON PRIVATIZATION).
AT NOVEMBER 17,1994
RENAULT MAKES AN INITIAL OFFERING OF 28.1% OF ITS CAPITAL STOCK.
|
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| 47
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https://www.theguardian.com/sustainable-business/suicides-renault-france-telecom-workplace-health
|
en
|
Burnout in France: focus turned to workplace health after spate of suicides
|
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[
"Guardian staff",
"Richard Venturi"
] |
2014-02-12T07:00:00+00:00
|
<p>High-profile cases involving France Telecom and Renault led to review of work pressures, but are companies doing enough?</p>
|
en
|
the Guardian
|
https://www.theguardian.com/sustainable-business/suicides-renault-france-telecom-workplace-health
|
Many imagine France as a country with never-ending vacations and long leisurely lunches. Yet while there is a grain of truth in this, the reality is that the French workplace has been simmering with pent-up pressure since long before the 2008 crisis.
A recent study by the Paris-based consulting firm Technologia has found that more than three million French workers are at a high risk of burnout. Tales of work-related suicides in the French media over the past eight years seem to support these statistics.
France Telecom and Renault: two giants before the courts
Two of the perhaps most high-profile cases involved France Telecom (rebranded Orange in 2013) and Renault. The former's CEO, Didier Lombard, and two top executives resigned in early 2010 following 35 suicides in 2008 and 2009. They were subsequently indicted in May 2012, along with the company itself, under criminal law for workplace bullying. The case is still before the courts.
At the same time, a French court of appeals found car maker Renault guilty of gross negligence in May 2012 with regard to three suicides in 2006 and 2007.
Both of these events are a first in France, with potentially wide-ranging consequences. "France Telecom and its top executives being in criminal proceedings, sends a strong message to the business community," says Loïc Lerouge, a researcher and leading specialist in psychosocial risks at the Université Montesquieu-Bordeaux IV.
More recently, in January, the suicide of an Orange employee on the Paris metro reinforced the debate with the CGT, France's second largest union confederation, claiming that it could be linked to the pressures of work. A statement from Orange said that the worker had seemed to be experiencing difficulties for the last few months and that a meeting had been arranged to propose professional support measures.
Corporate action
Nicolas Barrier, the HR Director of Renault's massive R&D site Technocentre, where the suicides took place, details how Renault has been busy revamping the way it manages its staff in France in the past six years.
"Starting in 2007, Carlos Ghosn decided to put in place a management team at the centre, which employs over 10,000 people," Mr. Barrier explains, under the watchful eye of a PR rep. "We decided to create a plan to improve the working conditions of our teams. It's based on three things: bringing management closer to employees and training managers to know about psychosocial risks, regulating workload and ensuring adequate resources to get the job done, and creating warning and alert mechanisms for at-risk people."
Jean-Claude Délgènes, the founder and CEO of Technologia, which specialises in preventing work-related psychosocial risks, has dealt with no fewer than 73 work-related suicides since 2008. Despite these alarming figures, he feels that a lot of companies have improved risk prevention in the past few years.
The key to understanding the French – and in fact European – legal context is a 1989 occupational health and safety directive, which requires EU member states to encourage improvements in, and safeguard, the safety and health of workers.
In France, two events in the early 2000s drastically altered this emphasis on precautionary measures. The first was a landmark decision in an asbestos case made by one of France's highest courts, la Cour de Cassation, in 2002, shifting the burden of proof from people to companies in cases involving work-related illnesses.
The second was a decree issued by the government following the massive explosion of the AZF chemical factory in September 2001 (which resulted in 29 deaths), requiring companies to evaluate all possible occupational risks and detail them in one sole document.
The upshot of these two measures is that it is no longer enough for companies in France to take steps to prevent risks; they must ensure the results as well.
French occupational psychiatrist Christophe Dejours, who holds the occupational psychology chair at the Paris Conservatoire National des Arts et Métiers, believes France reached a tipping point in 2009 with the events at France Telecom.
"Three factors played a major role," he explains. "One, the media all of a sudden began to cover the suicides, whereas before they hadn't been, and, more importantly, they wouldn't let up. Two, it became part of the culture, with books and movies about it. And three, pressure from court cases pushed the MEDEF [the French employers' union] and the government to take the matter seriously."
For his part, Délgènes feels that despite these advances, France has been less effective at getting at the root causes, which he feels lie in the wide-reaching changes that have taken place in the workplace over the past fifteen years.
New pressures in a new workplace
"Things started changing in the mid-90s, when shareholders started becoming a dominant force, placing more pressure on top management," he explains. "At the same time, everything became structured around the digital economy. Time is now accelerated and work can be controlled much more precisely, leading to management by objective."
Occupational health physician Agnès Martineau-Arbes, who consults for Technologia, says that serious impacts on health have been observed. "We are seeing more and more otherwise perfectly healthy executives with a relatively high socioeconomic status suffering from strokes," she says.
"Burnout itself is not something new. It was first observed among executives in the 1950s in the US by insurance companies. The terms were different but the phenomenon was there. What has changed today is that top executives are no longer immune," says Dejours.
Yet, as Dejours puts it, despite these extreme cases "work can also be a source of fulfilment and pleasure". "Quite simply," he says, "it can often be – and should always be – better to work than not to work."
Richard Venturi is an economics teacher at the Paris Conservatoire National des Arts et Métiers and freelance journalist living in Paris
|
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| 12
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https://www.slideshare.net/slideshow/presentation1-29640587/29640587
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en
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Renault
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[
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2014-01-02T14:09:41+00:00
|
Renault - Download as a PDF or view online for free
|
en
|
https://public.slidesharecdn.com/_next/static/media/favicon.7bc3d920.ico
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SlideShare
|
https://www.slideshare.net/slideshow/presentation1-29640587/29640587
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1. global marketing Raheel asghar Tayyab Ishaque M Tahir Khalil Ali sher
2. History Is a French multinational vehicle manufacturer co. Established in 1899 3rd biggest European automaker 9th biggest automaker in the world Headquarter in Boulogne billancourt Renault owns automobile Dacia and Renault Samsung motors CARLOS GHOSN is the current chairman and CEO.
3. FOUNDERS OF RENAULT Louis Renault Marcel Renault Fernand Renault
4. MISSION “To make and sustain Renault as the most profitable and competitive European volume car company”
5. VISION “In the UK, our vision is to further raise our brand image and to increase the desire for Renault ownership. Just as importantly, we aim to be the leaders in customer service and customer satisfaction”.
6. GLOBAL OPERATIONS Renault-Nissan alliance As a part of this alliance company is the fourth largest automotive group Renault Nissan together are undertaking significant electric car development Company’s core market is Europe Served almost 118 countries worldwide
7. PRODUCT CATEGORIES Automobile o Concept cars o Electric cars Commercial vehicles o Renault master o Trafic o Kangoo express Luxury cars o Renault duster
8. GROUP BRANDS OF RENAULT Renault Dacia Renault Samsung motors Major projects of development Russia: a partnership signed with the AvtoVAZ automaker, Morocco: work began on a new industrial complex in Tangiers.
9. FINANCIALS Production output 2,637,528 Revenue € 41,270 billion Profit € 1.735 billion Employees 127,086
10. PRODUCTION FACILITIES 38 industrial sites in 17 countries 7 ILN (International Logistic Network) hubs in Argentina, Brazil, France, India, Romania, Spain and Turkey receive, store and dispatch parts to manufacturing sites, 4 Sofrastock International sites (Renault logistics subsidiary) manage and distribute small automotive parts and Non Production Materials (NPM). International production capacities expanding rapidly
11. R@D Renault Research and Development Expense (Quarterly): 1.284B Research centers are in: o ROMANIA o TURKEY o INDIA o FRANCE They are spending 3% of their sales on R@D annually .
12. STRATEGIES ensure the Group’s growth, generate free cash flow on a lasting basis, with the following aims for the 2011-2013 period: sales of over 3 million vehicles in 2013 and at least €2 billion in aggregate free cash flow The Renault group works on seven key strategies to meet the objectives: o pursue the innovation policy, o strengthen the product offer, o reinforce the image of the Renault brand, o ensure the excellence of the distribution network in customer relations, o control investment and R&D expenditure, o reduce costs, o maintain positions in Europe and pursue growth internationally.
13. CSR Renault, a responsible company for sustainable development "Large corporations can no longer focus only on economic performance, without paying attention to what is happening around them. It is our responsibility, to become involved in the social and societal lives of the countries where we do business".
14. CSR PRACTICES OF RENAULT Renault has long been aware of its own social responsibility to its employees, its customers and the planet, and has actively taken this responsibility for many years. Creation of the Corporate Social Responsibility Department (DRSE) in May 2009 represents the continuation of this policy. The CSR is a vehicle of progress for society and of performance for the company. It is the driving force and the guarantor of Renault’s commitment to responsible mobility. The four major avenues of progress are education, safety, sustainable mobility and diversity. The ultimate goal is to minimize the negative impacts of the Group’s activities and to strengthen its positive contributions to the world in which it lives.
15. CSR REGARDING EMPLOYEES Its main mission consists in making sure that societal matters are taken into consideration in the actions taken throughout the company. Its strategy is based on five priorities: to act in favor of equal opportunities and access to sustainable mobility for all, to encourage the responsible and united involvement of employees, to support long-term responsible development in the regions where the company is established, to inform and share with stakeholders and raise their awareness, to develop expertise in social responsibility.
16. SUSTAINABLE MOBILITY an imperative for the earth While there are more and more cars in the world, access to mobility remains unequal. Renault is working for the development of sustainable mobility that can be accessed by the greatest number, with a limited environmental impact.
17. ROAD SAFETY ON A MAJOR SCALE Renault is a responsible carmaker that is committed to making the road a safer place for everyone. The Group mobilizes its experts and its know-how to improve the safety of all its vehicles, with significant results.
18. DIVERSITY as a lever for performance Renault makes diversity one of the cornerstones of its social responsibility policy. This positive initiative has resulted in increasing numbers of women, disabled people and youngsters from disadvantaged backgrounds in the company.
19. EDUCATION FOR ALL As a global player, Renault encourages equal opportunities by promoting the professional integration of young people from all backgrounds and countries.
20. SWOT ANALYSIS
21. STANDARDIZATION AND LOCALIZATION STANDARDIZATION o Product range o Product design o Manufacturing process LOCALIZATION o Price o Consultancy o Production o hiring
22. CONCLUSION Renault aims to reach a production of more than 200,000 units of electric vehicles by 2015-2016. Concept cars are also great achievement of Renault company but it only happens because of Renault-Nissan alliance
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https://hrzone.com/hr-department-pays-price-of-false-accusations-at-renault/
|
en
|
HR department pays price of false accusations at Renault
|
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] |
[] |
[] |
[
""
] | null |
[
"Cath Everett",
"Guy Chiswick",
"Thom Dennis",
"Hannah Gore",
"Maddy Christopher"
] |
2011-04-13T12:24:08+00:00
|
Heads have rolled at Renault following an HR failure that led to three employees being sacked after being falsely accused of industrial espionage. Patrick Pelata, the French carmaker’s chief operating officer, has stepped down, although he will remain with the firm, while Jean-Yves Coudreau, the HR manager responsible for senior executives, legal director Christian Husson […]
|
en
|
HRZone
|
https://hrzone.com/hr-department-pays-price-of-false-accusations-at-renault/
|
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For those enchanted by the allure of slot machines, SlotMagie conjures up a magical realm of spinning reels and jackpots. Their spellbinding selection of slots promises hours of entertainment.
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https://www.mobilize.com/en/wearemobilizers/employees-the-new-migrating-birds/
|
en
|
employees, the new migrating birds
|
[
"https://www.mobilize.com/app/uploads/2022/12/bandeau-mobile-mobilite-individuelle.jpg",
"https://www.mobilize.com/app/uploads/2022/09/connectivite-mobilite-consommation.png",
"https://www.mobilize.com/app/uploads/2022/12/bandeau-mobile-nouveau-1000-bornes.jpg",
"https://www.mobilize.com/app/themes/renault_mobilize/assets/dist/styles/images/brand-icons/arrow-top.png"
] |
[] |
[] |
[
""
] | null |
[
"Sébastien Besançon"
] |
2023-01-16T11:46:35+00:00
|
Today's challenges require us to optimise our resources. At the top of the list are business vehicles, the use of which can be greatly optimised.
|
en
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Mobilize
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https://www.mobilize.com/en/wearemobilizers/employees-the-new-migrating-birds/
|
If we focus more specifically on the question of corporate car fleets, there are some major issues to be positioned and this can be done, for example, on the French scale, which is an interesting case study. In France, company car fleets represent about 15%-16% of the total fleet of light vehicles, i.e. the total fleet in circulation, but when we say that, we must not forget that insofar as these vehicles are used particularly intensively compared to other vehicles owned by households, for example, these 15%-16% of the fleet become 25% of the kilometres travelled by light vehicles and 25%-30% of the greenhouse gas emissions of the fleet of light vehicles in circulation in France.
In fact, we are dealing with a fleet with significant environmental and energy impacts. We are also dealing with a fleet with significant social impacts. Insofar as these mobilities are intensive, there are problems of accidentology, travel safety, fatigue for the employees concerned and, finally, there are major economic impacts because in a large number of companies, and in particular large companies, but not only, mobility and car fleets in mobility represent the third largest item of expenditure after salaries and property.
These companies have perceived the changes taking place in terms of regulations and then the changes caused by climate change and the public health problems associated with local pollution. Companies positioned themselves quite early on to diversify the motorisation of their fleets, notably by introducing electric vehicles into their fleets, but also other types of motorisation: natural gas vehicles, more recently and to a more limited extent hydrogen, etc.
We are dealing with fleets that are renewed relatively quickly compared to the fleets of French households and therefore, for the public authorities, these are fleets that are interesting because they constitute a lever for the dissemination of these innovations, namely electric vehicles and other vehicles with alternative engines, in the wider French car fleet, i.e. these are vehicles that, after having been used for two, three or four years by companies, will find themselves on the second-hand vehicle market and therefore, at the disposal of French households in particular, and therefore, will facilitate the dissemination of these vehicles among French households.
Work-related mobility, in general, is an important part of our daily mobility. To talk about home-to-work mobility alone, home-to-work mobility represents just over 20% of total travel in France. Three quarters of these journeys are made by car, and so we are dealing with a significant part of the environmental and energy challenges of transport.
When we carried out a study a few years ago on “What was the typical profile of households equipped with company cars in Île-de-France? for example, we realised that the most represented household profile was a high-income household, a multi-motorised household, a household living in an urban area, and a household with a head aged between 35 and 55.
This being said, what we must not overlook is that 40%, i.e. almost half of the households equipped with company cars in the Ile-de-France region, are households of intermediate or working class socio-professional category. And here, we have another profile, if I may say so, of company vehicles which is emerging, which is that of the vehicle of the maintenance technician, the building worker, the sales representative, the tool vehicle which, of course, in certain cases, can be used for home-work journeys and can, in certain cases, also be used for private mobility, but in a much more limited way than for the company vehicle I was talking about at the beginning, that is to say, the vehicle of the manager or the upper socio-professional categories.
Keeping in mind the diversity of the professions and socio-professional categories concerned by these company cars allows us to avoid a certain number of shortcuts concerning the use made of them, concerning the possibility of switching to other means of transport for the people concerned.
There are changes. There are changes of various kinds, if I may say so. Especially in times of crisis, but even before the current crisis in energy prices, in global trade, companies had undertaken to rationalise the costs associated with their fleets. Rationalisation meant both, in terms of company vehicles, trying to reduce ‘car policies’ to more reasonable levels in terms of, for example, vehicle size and emissions, with significant gains in terms of taxation for the companies concerned.
There were also efforts to rationalise the fleet of service vehicles, with, in particular, the beginnings of pooling of vehicles which, beforehand, were perhaps more directly assigned to a particular department or unit. Pooling, or even internal company car-sharing. These are developments that we have been seeing for about ten years in France and which are accelerating.
There are other developments, in particular the introduction, and here again in an accelerated way over the last few years, of vehicles with alternative engines, in particular to reduce the operating costs, i.e. some of these vehicles can represent higher investment costs for the companies, but companies, when they allocate them to the appropriate uses, can find themselves financially better off by acquiring more expensive vehicles, because the operating costs, and in particular the energy costs, but not only the insurance costs, the maintenance costs are more advantageous.
The changes underway in professional mobility must be seen in the broader context of changes in everyday mobility in France, Europe and the world. One of the transformations at work is the multiplication of digital platforms for shared mobility, particularly shared mobility services, whether they be taxis, VTCs, car-sharing services, carpooling services, and therefore trip-sharing services, backed up by smartphone applications, for example.
The City Mobility Transport Laboratory has set up a global observatory of digital shared mobility platforms which shows that in three years, simply by looking at 2019-2021, the number of these digital shared mobility platforms in the world has tripled. This is a phenomenon led by Europe and the United States, but in which the major emerging countries play a very important role and in which a lot of developing countries are also involved.
What is interesting is that beyond the somewhat traditional shared mobility services that I have just mentioned: taxi, VTC, vehicle sharing, whether car, bicycle, scooter, etc., what we have seen developing more rapidly in the last few years is car sharing, on the one hand, but also the services that the Americans call “alternative transport services”.
This means “alternative transport services to public transport”, i.e. transport on demand, shuttle services with a quality of service that has been greatly improved by the use of digital applications and that make new developments possible in terms of mobility to get to work in the morning, to get to clients during the day, etc., including in areas where public transport with capacity: the RER, the metro and even the bus, do not make sense because they would not have sufficient capacity.
In these segments of mobility services: transport on demand, transport by shuttle, shared taxi, mini-bus taxi, which are very fast-growing segments in a number of developing countries, in particular, we could see interesting and favourable developments in our developed countries, in cities and in the countryside, as a result of these new applications.
This evolution comes from both and finally, if we look at it a little, there are four major factors that we have been able to identify that are changing the way we consume mobility. The first is the environmental factor, where we clearly realise that people are increasingly sensitive to this issue, both the general public and companies, which are increasingly being asked to decarbonise their employees’ journeys. We could mention, for example, the mobility plan, which is the former company travel plan.
Another factor which is making this mobility evolve is the societal factor, in particular, which we can see through Covid, which has led to the emergence of teleworking and therefore, has created alternating rhythms between presence at home and presence in the workplace. If we look at a little bit here, there is a TraCov survey which was carried out in France which shows that in 2019, about 4% of workers will be teleworking and then, in 2021, we will reach 27%. These are years that have been somewhat disrupted by Covid, so it will be interesting to see how the figures evolve, but in any case, there is a long-term trend.
Another important factor is the economic factor. As a general rule, everyone looks at the cost of travel, including individuals, and this was very well illustrated in the previous podcast, which showed that the cost of travel is a major factor in the choice of mobility. This economic factor can also be found within companies, and it remains an important PI case for a fleet manager to control and optimise the cost of employee travel.
Then, the last point is the technological factor. Today, the smartphone is everywhere. We use it to communicate, we use it to make purchases, we use it to use public transport, we use it to get information. Once again, there is this trend of “everything, immediately, everywhere”. In particular, we see the concept of “ATAWAD”, which stands for “Any time, anywhere, any device”, which I think reflects quite well the way in which we use these digital tools, i.e. anytime, anywhere and on any device, i.e. with our phone, with our computer. In any case, technology is clearly part of the way we live from now on and therefore we have to adapt to these factors, adapt our offers to meet these different needs and this evolution of mobility.
This environmental factor is preponderant and at Mobilize, in any case, we are completely convinced of this, more than a conviction, that it is a necessity, in the end. The genesis of the creation of this brand is to be an activist brand that wants to play a role in optimising the carbon impact of our travel by bringing together the best of technology, engineering, design and finance to offer a more sustainable mobility.
This environmental factor is very important and when we talk to our clients, in this case companies, who also have these mobility problems, we realise that we are clearly in the same situation. Companies have a double objective today, which is to reduce the carbon impact of travel, and this desire is also being pushed by the public authorities, and at the same time to optimise the costs of this travel. Of course, this switch to electric vehicles and to optimising their use will raise a lot of questions: questions about recharging, questions about the installation of charging stations, questions about car-sharing technologies, etc., and that’s where we want to position ourselves to help companies in this transition, through solutions that are adapted to their own context.
Clearly, yes. As we were saying, Covid has changed the way we work and the way we travel. Today, I think there is still a balance to be found. We can see, moreover, that there is quite a lot of heterogeneity in the way telework is done in Europe. If we look at the figures, I came across a Eurostat statistic which shows that in 2020, a disturbed year because we had two phases of confinement, but nevertheless, in 2020, on one side of the spectrum we had the UK which had about 5% of its population teleworking and then, on the other side, Finland which had 25% of its population teleworking.
We realise that there is quite a lot of heterogeneity within countries, which pushes us to propose flexible solutions and in any case, which will allow us to adapt to the contexts in which we deploy them. Besides that, telework has brought a lot of positive points which suggest that it is much more than a trend. Some of these include a better life/life balance, spending less time in transport, more time with family or simply being able to live further away.
This private life/life balance, we also see that the periods of confinement, they have finally shown that telework works. There is an institute, the Sapiens Institute, which carried out a study in 2020, which shows that the teleworking phases have enabled an increase of 22% in productivity. Once again, this was a rather exceptional year, so I don’t know if we should take these figures as they are, but in any case, we realise that telework works and this is a rather positive point of these periods.
This trend of telework is a fundamental one, in the sense that it is in everyone’s interest, but also in the interest of companies which will be able, for example, to reduce the amount of land they have in their buildings, with people alternating between time spent in the office and time spent at home. They will also be able to increase their attractiveness in terms of human resources, by recruiting people who live further away. Teleworking now allows people to live much further away from their place of work. It is really the idea of saying that there is both an interest from the point of view of employees and also an interest from the point of view of companies, a sort of win-win situation which suggests that this is a phenomenon which will last for a long time. It has yet to find its balance, but it is more than a passing trend.
I would say in several ways. Generally speaking, by being present on the entire value chain, to be able to offer solutions that are complete and packaged, i.e. for a company, electrified vehicles, accompanied by the installation of charging stations, accompanied by roaming charging solutions, vehicles that can also be… We were talking about electric vehicles, but vehicles that can also be adapted to different types of use and vehicle sharing solutions, what we could call corporate car sharing, which will allow employees to share a vehicle.
Perhaps more specifically, with Mobilize Share. Mobilize Share, which, in a few words, is one of the mobility solutions deployed by Mobilize and operated by the dealer network. Today, there are about 1,000 dealerships in nearly 10 countries, with just over 16,000 vehicles. Here, we rely on the dealer network which, in addition to being a local player, who knows its environment, will be able to adapt the mobility offers according to this context and the needs which are identified on its territory, both for private individuals and professionals.
It is really by being in contact with these local companies that it will be able to adapt the solution to the needs of that company. Today we talk much more about multimodality, i.e.: is it still relevant to have a vehicle, when our mobility needs vary between, sometimes, a utility vehicle, sometimes a private vehicle, sometimes a city car, sometimes a vehicle that is more road-oriented and then, sometimes for a few hours, or even a few days, or even a few weeks? This is where we really realise that we need to adapt our solutions to the local context, so who better to do this than the dealer, who is spread across the territory and knows the specificities of this local context?
When a company uses Mobilize Share to share its pool of vehicles with its employees, the employee will use this application to reserve his vehicle for private or professional use, and the employee will use the same application if he wishes to use vehicles located, for example, at Nice station, to continue his professional journey. In other words, they have the choice of either taking vehicles located within their company or using multimodality and travelling by train to their destination and finishing their journey using a Mobilize Share vehicle, which will be the same application, once again, as the one they use for their company vehicles, to complete their journey and go to their client’s home or destination.
Today, Mobilize is already a brand of the international Renault group. If I take the example of Mobilize Share, which we talked about, as I said, it is deployed in nearly 10 countries, and about 1,000 dealers are currently using or deploying this solution on their territory. We are mainly present in Europe, in Latin America, with Colombia and Brazil.
If I take the example of Brazil, Renault Brazil began in 2019 to deploy car-sharing solutions through this Mobilize Share solution, initially for its employees, for professional use, and quickly realised that there was a particular desire to deploy this use on a personal basis as well, i.e. in the evening, at the weekend, when these vehicles are not used for professional needs.
Very quickly, there was a strong interest with a distribution of use which was intended to be 50/50 between professional and personal use and finally, Brazil used its personal experience through the Renault employees to propose this solution to other companies. Today, more than 1,400 employees use this solution and it contributes to what we said at the beginning, the work/life balance and to having solutions which are complete and which will allow, afterwards, to optimise the rate of use of these vehicles. Because for the company, when these vehicles are not used for professional purposes, being able to rent them to its employees contributes to the optimisation of the cost that it is looking for, it contributes, of course, to the comfort of the employee and it contributes to putting more people in one and the same car, so it also has an environmental impact, somewhere.
This is the end of this episode, thank you Virginie Bouteuil and Guillaume Naegelen for sharing your vision with us. Thank you for following us and see you soon for new episodes of Open World with Mobilize and Usbek & Rica.
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Renault
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[
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] |
[] |
[] |
[
""
] | null |
[
"Ryan Hogg"
] |
2023-12-17T19:11:07+00:00
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en
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/icons/favicons/favicon.ico
|
Fortune
|
https://fortune.com/company/renault/
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https://www.bloomberg.com/news/articles/2023-11-07/renault-is-said-to-finalize-transfer-of-28-stake-in-nissan
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en
|
Renault Finalizing Transfer of 28% Stake in Nissan
|
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] |
2023-11-07T00:00:00
|
Renault SA and Nissan Motor Co. completed a landmark deal to rebalance their 24-year-old alliance, paving the way for a new relationship after years of acrimony between the two partners.
|
en
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Bloomberg.com
|
https://www.bloomberg.com/news/articles/2023-11-07/renault-is-said-to-finalize-transfer-of-28-stake-in-nissan
|
Renault SA and Nissan Motor Co. completed a landmark deal to rebalance their 24-year-old alliance, paving the way for a new relationship after years of acrimony between the two partners.
The automakers on Wednesday announced the creation of a French trust to which Renault transferred 28.4% of Nissan shares. The companies first disclosed plans for the trust in January.
|
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https://www.renaultgroup.com/en/our-company/heritage/the-beginning/
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en
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The History of Renault
|
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Since 1898, discover the history, designs, innovations, and partnerships of the Groupe Renault. Relive an incredible international, human, and industria...
|
en
|
/apple-touch-icon.png
|
https://www.renaultgroup.com/en/our-company/heritage/the-beginning/
|
About us
Renault Group is at the forefront of a mobility that is reinventing itself. Strengthened by its alliance with Nissan and Mitsubishi Motors, and its unique expertise in electrification, Renault Group comprises 4 complementary brands – Renault, Dacia, Alpine and Mobilize – offering sustainable and innovative mobility solutions to its customers.
Discover the section About us
Innovation
We are working on four major areas of innovation in order to develop the mobility of the future. Learn more!
Discover the section Innovation
Commitments
Renault Group’s commitments to ESG – Environment, Social/Societal and Governance – are at the heart of the company’s strategy, its businesses and its brands. Find out more about our vision and our actions.
Discover the section Commitments
|
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https://en.wikipedia.org/wiki/Nissan
|
en
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Wikipedia
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2001-05-19T22:35:42+00:00
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https://en.wikipedia.org/wiki/Nissan
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Japanese automobile manufacturer
This article is about the multinational automobile manufacturer. For other uses, see Nissan (disambiguation).
Not to be confused with Nisan, Nissae, or Nissay.
Nissan Motor Corporation (日産自動車株式会社, Nissan Jidōsha kabushiki gaisha) is a Japanese multinational automobile manufacturer headquartered in Yokohama, Kanagawa, Japan. The company sells its vehicles under the Nissan and Infiniti brands, and formerly the Datsun brand, with in-house performance tuning products (including cars) under the Nismo and Autech brands. The company traces back to the beginnings of the 20th century, with the Nissan zaibatsu, now called Nissan Group.
Since 1999, Nissan has been part of the Renault–Nissan–Mitsubishi Alliance (Mitsubishi joining in 2016), a partnership between Nissan and Mitsubishi Motors of Japan, with Renault of France. As of November 2023 , Renault holds a 15% voting stake in Nissan, while Nissan holds the same stake in Renault.[8] Since October 2016 Nissan holds a 34% controlling stake in Mitsubishi Motors.[9]
In 2017, Nissan was the sixth largest automaker in the world, after Toyota, Volkswagen Group, Hyundai Motor Group, General Motors and Ford.[10] In 2014, Nissan was the largest car manufacturer in North America.[11] With a revenue of $78 billion in 2022, Nissan was the ninth largest automobile maker in the world, as well as being the leading Japanese brand in China, Russia, and Mexico.[12] As of April 2018 , Nissan was the world's largest electric vehicle (EV) manufacturer, with global sales of more than 320,000 all-electric vehicles.[13]
History
[edit]
Beginnings of Datsun brand name from 1914
[edit]
Masujiro Hashimoto(橋本増治郎) founded the Kwaishinsha (Kaishinsha) Motor Car Works (快進社自働車工場, Kwaishinsha jidōsha kōjō, A Good Company Automobile Manufacturer) on 1 July 1911 in Azabu-Hiroo district of Tokyo. In 1914, the company produced its first car, called the DAT.[1][2][3]
The new car's model name was an acronym of the company's investors' surnames:
Kenjiro Den (Den Kenjirō)
Rokuro Aoyama (Aoyama Rokurō)
Meitaro Takeuchi (Takeuchi Meitarō)
It was renamed to Kaishinsha Motorcar Co., Ltd. in 1918, and again to DAT Jidosha & Co., Ltd. (DAT Motorcar Co.) in 1925. DAT Motors built trucks in addition to the DAT and Datsun passenger cars. The vast majority of its output were trucks, due to an almost non-existent consumer market for passenger cars at the time, and disaster recovery efforts as a result of the 1923 Great Kantō earthquake. Beginning in 1918, the first DAT trucks were produced for the military market. At the same time, Jitsuyo Jidosha Co., Ltd. (jitsuyo means practical use or utility) produced small trucks using parts, and materials imported from the United States.[14][better source needed]
See also: Historic vehicles
Commercial operations were placed on hold during Japan's participation in World War I, and the company contributed to the war effort.
In 1926, the Tokyo-based DAT Motors merged with the Osaka-based Jitsuyo Jidosha Co., Ltd (Jitsuyō Jidōsha Seizō Kabushiki-Gaisha) a.k.a. Jitsuyo Jidosha Seizo (established 1919 as a Kubota subsidiary) to become DAT Jidosha Seizo Co., Ltd Automobile Manufacturing Co., Ltd. (ダット自動車製造株式会社, DAT Jidōsha Seizō Kabushiki-Gaisha) in Osaka until 1932. From 1923 to 1925, the company produced light cars and trucks under the name of Lila.[15] In 1929, DAT Automobile Manufacturing Inc. merged with a separated part of the manufacturing business of IHI Corporation to become Automobile Industries Co., Ltd. [clarification needed]
In 1931, DAT came out with a new smaller car, called the Datsun Type 11, the first "Datson", meaning "Son of DAT". Later in 1933, after Nissan Group zaibatsu took control of DAT Motors, the last syllable of Datson was changed to "sun", because "son" also means "loss" in Japanese, hence the name "Datsun" (ダットサン, Dattosan).[16]
In 1933, the company name was Nipponized to Jidosha-Seizo Co., Ltd. (Jidōsha Seizō Kabushiki-Gaisha, "Automobile Manufacturing Share Company") and was moved to Yokohama.
Nissan name debut
[edit]
In 1928, Yoshisuke Aikawa (nickname: Gisuke/Guisuke Ayukawa) founded the holding company Nihon Sangyo (日本産業 Japan Industries or Nihon Industries). The name 'Nissan' originated during the 1930s as an abbreviation[17] used on the Tokyo Stock Exchange for Nihon Sangyo. This company was Nissan "Zaibatsu" which included Tobata Casting and Hitachi. At this time Nissan controlled foundries and auto parts businesses, but Aikawa did not enter automobile manufacturing until 1933.[18]
The zaibatsu eventually grew to include 74 firms and became the fourth-largest in Japan during World War II.[19] In 1931, DAT Jidosha Seizo became affiliated with Tobata Casting and was merged into Tobata Casting in 1933. As Tobata Casting was a Nissan company, this was the beginning of Nissan's automobile manufacturing.[20]
Nissan Motor
[edit]
In 1934, Aikawa separated the expanded automobile parts division of Tobata Casting and incorporated it as a new subsidiary, which he named Nissan Motor Co., Ltd. (日産自動車, Nissan Jidōsha).[21] The shareholders of the new company; however, were not enthusiastic about the prospects of the automobile in Japan, so Aikawa bought out all the Tobata Casting shareholders (using capital from Nihon Industries) in June 1934. At this time, Nissan Motor effectively became owned by Nihon Sangyo and Hitachi.[22]
In 1935, the construction of its Yokohama plant was completed. 44 Datsuns were shipped to Asia, Central and South America. In 1935, the first car manufactured by an integrated assembly system rolled off the line at the Yokohama plant.[14] Nissan built trucks, airplanes, and engines for the Imperial Japanese Army. In November 1937 Nissan moved its headquarters to Xinjing, the capital of Manchukuo. In December the company changed its name to Manchuria Heavy Industries Developing Co (MHID).[23][24]
In 1940, the first knockdown kits were shipped to Dowa Jidosha Kogyo (Dowa Automobile), one of MHID's companies, for assembly.[14] In 1944, the head office was moved to Nihonbashi, Tokyo, and the company name was changed to Nissan Heavy Industries, Ltd., which the company kept through 1949.[14]
American market and expansion
[edit]
DAT had inherited Kubota's chief designer, American engineer William R. Gorham. This, along with Aikawa's 1908 visit to Detroit, was to greatly affect Nissan's future.[14][25] Although it had always been Aikawa's intention to use cutting-edge auto making technology from America, it was Gorham that carried out the plan. Most of the machinery and processes originally came from the United States. When Nissan started to assemble larger vehicles under the "Nissan" brand in 1937, much of the design plans and plant facilities were supplied by the Graham-Paige Company.[21] Nissan also had a Graham license under which passenger cars, buses, and trucks were made.[25]
In his 1986 book The Reckoning, David Halberstam states "In terms of technology, Gorham was the founder of the Nissan Motor Company" and that "young Nissan engineers who had never met him spoke of him as a god and could describe in detail his years at the company and his many inventions."[26]
Austin Motor Company relations (1937–1960s)
[edit]
From 1934, Datsun began to build Austin 7s under license. This operation became the greatest success of Austin's overseas licensing of its Seven and marked the beginning of Datsun's international success.[citation needed]
In 1952, Nissan entered into a legal agreement with Austin,[27][28] for Nissan to assemble 2,000 Austins from imported partially assembled sets and sell them in Japan under the Austin trademark. The agreement called for Nissan to make all Austin parts locally within three years, a goal Nissan met. Nissan produced and marketed Austins for seven years. The agreement also gave Nissan the rights to use Austin patents, which Nissan used in developing its own engines for its Datsun line of cars. In 1953, British-built Austins were assembled and sold, but by 1955, the Austin A50 – completely built by Nissan and featuring a new 1489 cc engine — was on the market in Japan. Nissan produced 20,855 Austins from 1953 to 1959.[29]
Nissan leveraged the Austin patents to further develop its own modern engine designs beyond what Austin's A- and B-family designs offered. The apex of the Austin-derived engines was the new design A series engine in 1966. In 1967, Nissan introduced its new highly advanced four-cylinder overhead cam (OHC) Nissan L engine, which while similar to Mercedes-Benz OHC designs was a totally new engine designed by Nissan. This engine powered the new Datsun 510, which gained Nissan respect in the worldwide sedan market. Then, in 1969, Nissan introduced the Datsun 240Z sports car which used a six-cylinder variation of the L series engine, developed under Nissan Machinery (Nissan Koki Co., Ltd. 日産工機) in 1964, a former remnant of another auto manufacturer Kurogane. The 240Z was an immediate sensation and lifted Nissan to world-class status in the automobile market.[30]
During the Korean War, Nissan was a major vehicle producer for the U.S. Army.[31] After the Korean War ended, significant levels of anti-communist sentiment existed in Japan. The union that organized Nissan's workforce was strong and militant.[31][32] Nissan was in financial difficulties, and when wage negotiations came, the company took a hard line. Workers were locked out, and several hundred were fired. The Japanese government and the U.S. occupation forces arrested several union leaders.[31] The union ran out of strike funds and was defeated. A new labor union was formed,[33] with Shioji Ichiro one of its leaders. Ichiro had studied at Harvard University on a U.S. government scholarship. He advanced an idea to trade wage cuts against saving 2,000 jobs.[34] Ichiro's idea was made part of a new union contract[34] that prioritized productivity. Between 1955 and 1973, Nissan "expanded rapidly on the basis of technical advances supported – and often suggested – by the union." Ichiro became president of the Confederation of Japan Automobile Workers' Unions and "the most influential figure in the right wing of the Japanese labor movement."[31]
Merger with Prince Motor Company
[edit]
In 1966, Nissan merged with the Prince Motor Company, bringing more upmarket cars, including the Skyline and Gloria, into its selection. The Prince name was eventually abandoned, and successive Skylines and Glorias bore the Nissan name. "Prince" was used at the Japanese Nissan dealership "Nissan Prince Shop" until 1999, when "Nissan Red Stage" replaced it. Nissan Red Stage itself has been replaced as of 2007. The Skyline lives on as the G Series of Infiniti.
To capitalize on the renewed investment during 1964 Summer Olympics, Nissan established the gallery on the second and third floors of the San-ai building, located in Ginza, Tokyo. To attract visitors, Nissan started using beautiful female showroom attendants where Nissan held a competition to choose five candidates as the first class of Nissan Miss Fairladys, modeled after "Datsun Demonstrators" from the 1930s who introduced cars. The Fairlady name was used as a link to the popular Broadway play My Fair Lady of the era. Miss Fairladys became the marketers of the Datsun Fairlady 1500.[35][36][37]
In April 2008, 14 more Miss Fairlady candidates were added, for a total of 45 Nissan Miss Fairlady pageants (22 in Ginza, 8 in Sapporo, 7 in Nagoya, 7 in Fukuoka).[38]
In April 2012, 7 more Miss Fairlady candidates were added, for a total of 48 Nissan Miss Fairlady pageants (26 in Ginza, 8 in Sapporo, 7 in Nagoya, 7 in Fukuoka).[39]
In April 2013, 6 more Miss Fairlady candidates were added to Ginza showroom, for a total of 27 48th Ginza Nissan Miss Fairlady pageants.[40]
Expansion into foreign markets
[edit]
In the 1950s Nissan decided to expand into worldwide markets. Nissan management realized, that their Datsun small car line would fulfill an unmet need in markets such as Australia and the world's largest car market, the United States. Nissan first showcased the Datsun Bluebird at the 1958 Los Angeles Auto Show.[14][41] Nissan had entered the Middle East market in 1957 when it sold its first car in Saudi Arabia.[42] The company formed a US subsidiary, Nissan Motor Corporation U.S.A., in Gardena, California[43] in 1960 headed by Yutaka Katayama.[14] Nissan continued to improve the Sedan series with the latest technological advancements and chic Italianate styling for sporty cars such as the Datsun Fairlady roadsters, the race-winning 411 series, the Datsun 510 and the Datsun 240Z. By 1970 Nissan had become one of the world's largest exporters of automobiles.[44] In 1970 Teocar was established, which was a Greek assembly plant created in cooperation with Theoharakis.[45]
Nissan Mexicana was established in the early-1960s and commenced manufacturing in 1966 at the Cuernavaca assembly facility, making it Nissan's first North American assembly plant. In the wake of the 1973 oil crisis, consumers worldwide, especially in the lucrative US market, began turning to high-quality small economy cars. To meet the growing demand the new Nissan Sunny, the company built new factories in Mexico, Australia, New Zealand, Taiwan, United States, and South Africa. The "Chicken Tax" of 1964 placed a 25 percent tax on commercial vans imported to the United States. Nissan Motor Manufacturing Corporation USA was established in 1980.[46] Nissan, Toyota Motor Corp., and Honda Motor Co. began establishing manufacturing plants in the US in the early-1980s.[46] Nissan's initial assembly plant Smyrna assembly plant broke ground in 1980 and at first only built trucks such as the Datsun 720 and the Nissan Hardbody Truck, but has since expanded to produce several car and SUV lines, including the Nissan Altima, the Nissan Maxima, as well as the Rogue, Pathfinder, Infiniti QX60, and the Nissan Leaf all-electric car. The addition of mass-market automobiles was in response to the 1981 Voluntary Export Restraints imposed by the US Government. An engine plant in Decherd, Tennessee followed. Most recently a second assembly plant was established in Canton, Mississippi.[45]
By the early-1980s, Nissan Datsun had long been the best selling Japanese brand in Europe.[47] The Greek manufacturing plant itself was closed. A joint venture with Italy's then state-owned Alfa Romeo was also entered in 1980, leading to Italian production of the Nissan Cherry and an Alfa-badged and motorized version, the Alfa Romeo Arna.[48]
In 2001 Nissan established a manufacturing plant in Brazil. In 2005 Nissan added operations in India, through its subsidiary Nissan Motor India Private Limited.[49] With its global alliance partner Renault, Nissan invested $990 million to set up a manufacturing facility in Chennai, catering to the Indian market as well as a base for exports of small cars to Europe.[50][51]
Nissan sold nearly 520,000 new vehicles in China in 2009 in a joint venture with Dongfeng Motor. To meet increased production targets, Dongfeng-Nissan expanded its production base in Guangzhou, which would become Nissan's largest factory around the globe in terms of production capacity.[52] Nissan also has moved and expanded its Nissan Americas Inc. headquarters, moving from Los Angeles to Franklin, Tennessee in the Nashville area.[53]
Project 901
[edit]
Project 901 was an initiative in the mid-1980s, and it represented a desire for Nissan to offer technologically advanced cars by 1990. Known by various names such as P901 Activity, 901 Activity, 901 Plan, 901 Operation, and Project 901, the project began under the leadership of Nissan President Yutaka Kume (1985-1992).
Project 901 was initiated in early 1985 in response to the growing demand for new, technically advanced cars from all Japanese manufacturers. With a market share of around 25% then, Nissan saw a decline to less than 20%, prompting the company to address its shortcomings. Under the banner of 'Aiming to be the world's best in technology by the 1990s,' the plan focused on the technological development of chassis, engines, suspensions, handling, design, and quality improvements for all car models to be introduced before 1990. [54][55]
Alliance with Renault
[edit]
Further information: Renault–Nissan–Mitsubishi Alliance
In 1999, facing severe financial difficulties, Nissan entered an alliance with Renault of France.[56] In June 2001, Renault executive Carlos Ghosn was named chief executive officer of Nissan. In May 2005, Ghosn was named president of Nissan's partner company Renault. He was appointed president and CEO of Renault on 6 May 2009.[57]
Under CEO Ghosn's "Nissan Revival Plan" (NRP), the company has rebounded in what many leading economists consider to be one of the most spectacular corporate turnarounds in history, catapulting Nissan to record profits and a dramatic revitalization of both its Nissan and Infiniti model line-ups.[58][59] Ghosn has been recognized in Japan for the company's turnaround in the midst of an ailing Japanese economy. Ghosn and the Nissan turnaround were featured in Japanese manga and popular culture. His achievements in revitalizing Nissan were noted by the Japanese government, which awarded him the Japan Medal with Blue Ribbon in 2004.[60]
In February 2017, Ghosn announced he would step down as CEO of Nissan on 1 April 2017, while remaining chairman of the company. He was replaced as CEO by his then-deputy Hiroto Saikawa.[61] On 19 November 2018, Ghosn was fired as chairman following his arrest for the alleged under-reporting of his income to Japanese financial authorities.[62] After 108 days in detention, Ghosn was released on bail, but after 29 days he was again detained on new charges (4 April 2019). He had been due to hold a news conference, but instead, his lawyers released a video of Ghosn alleging this 2018-19 Nissan scandal is itself evidence of value destruction and Nissan corporate mismanagement.[63][64] In September 2019, Saikawa resigned as CEO, following allegations of improper payments received by him.[65] Yasuhiro Yamauchi was appointed as acting CEO.[66] In October 2019, the company announced it had appointed Makoto Uchida as its next CEO. The appointment would be made "effective" by 1 January 2020 at the latest.[67] On 1 December 2019, Uchida became CEO.[68]
In the United States, Nissan has been increasing its reliance on sales to daily-rental companies like Enterprise Rent-A-Car or Hertz. In 2016, Nissan's rental sales jumped 37% and in 2017 Nissan became the only major automaker to boost rental sales when the Detroit Three cut back less profitable deliveries to daily-rental companies, which traditionally are the biggest customers of domestic automakers.[69]
In late-July 2019, Nissan announced it would lay off 12,500 employees over the next 3 years, citing a 95% year on year net income fall. Hiroto Saikawa, CEO at the time, confirmed the majority of those cuts would be plant workers.[70]
In May 2020, Nissan announced that the company would cut production capacity by 20% due to the COVID-19 pandemic. In mid-2020, the company announced it would shut down factories in Indonesia and Spain, and would exit the South Korean car market.[71][72] Nissan announced that the Infiniti brand will be pulled out from South Korea as well alongside the Nissan brand by December due to worsening business environment amidst the pandemic and the 2019 boycott of Japanese products in South Korea.[73] Nissan announced that service centers will be managed to provide after-sales services such as vehicle quality assurance and parts management for eight years.[74] In November 2020, Nissan announced a $421 million loss in the last quarter due to the COVID-19 pandemic and the scandal concerning Ghosn.[75] According to a spokesperson of Nissan North America, the company had suffered from a strategy of "volume at any cost", which has been attributed by analysts to Ghosn.[76]
In January 2023, Renault said it intended to transfer almost 30% of its controlling stake in Nissan to a French trust (pending approval by both companies), reducing its shares with voting rights to a minority 15% and, in doing so, making Nissan shares in Renault to gain voting rights. The shareholding and voting ratio of both companies is set to be fixed in the future. The agreement also included Nissan investing in Ampere (a proposed Renault subsidiary for electric cars) and projects in various markets.[77][78] In February 2023, both companies approved the going-ahead for the shareholding changes. Final details and regulatory clearances for the transaction were set to be completed by the first quarter of 2023 and it would be done by the fourth quarter. The companies also approved joint projects and Nissan's Ampere investment.[79] The share transfer was completed in November 2023.[6]
Nissan technologies
[edit]
In 1982, Nissan's first final assembly robots were installed in the Murayama plant, where the then-new March/Micra was assembled. In 1984, the Zama plant began to be robotized; this automation process then continued throughout Nissan's factories.[80]
Nissan electric vehicles have been produced intermittently since 1946. In 2010, the Nissan Leaf plug-in battery electric vehicle was introduced; it was the world's most sold plug-in electric car for nearly a decade. It was preceded by the Altra and the Hypermini. Until surpassed by Tesla, Nissan was the world's largest electric vehicle (EV) manufacturer, with global sales of more than 320,000 all-electric vehicles as of April 2018.[13] In 2022, it was announced that Nissan was intending to create solid-state batteries for electric vehicles.[81]
Relationships with other car companies
[edit]
In Australia, between 1989 and 1992, Nissan Australia shared models with Ford Australia under a government-backed rationalisation scheme known as the Button Plan, with a version of the Nissan Pintara being sold as the Ford Corsair and a version of the Ford Falcon as the Nissan Ute.[82] A variant of the Nissan Patrol was sold as the Ford Maverick during the 1988–94 model years. In North America, Nissan partnered with Ford from 1993 to 2002 to market the Ohio-built Mercury Villager and the Nissan Quest. The two minivans were virtually identical aside from cosmetic differences. In 2002, Nissan and Ford announced the discontinuation of the arrangement.[83] In Europe, Nissan and Ford Europe partnered to produce the Nissan Terrano II and the badge-engineered Ford Maverick, a mid-size SUV produced at the Nissan Motor Ibérica S.A (NMISA) plant in Barcelona, Spain. The Maverick/Terrano II was a popular vehicle sold throughout Europe and Australasia. It was also sold in Japan as a captive import, with the Nissan model marketed as the Nissan Mistral.
Nissan licensed the Volkswagen Santana. Production began in 1984, at Nissan's Zama, Kanagawa plant,[84][85] and ended in May 1990.[86]
From 1983 to 1987, Nissan cooperated with Alfa Romeo to build the Arna.[48] The goal was for Alfa to compete in the family hatchback market segment, and for Nissan to establish a foothold in the European market.[87] After Alfa Romeo's takeover by Fiat, both the car and cooperation were discontinued.
In Europe, General Motors (GM) and Nissan co-operated on the Nissan Primastar, a light commercial vehicle. The high roof version is built in the NMISA plant in Barcelona, Spain; while the low roof version is built at Vauxhall Motors/Opel's Luton plant in Bedfordshire, UK.
In 2013, GM announced its intentions to rebadge the Nissan NV200 commercial van as the 2015 model year Chevrolet City Express, to be introduced by the end of 2014.[88] Holden, GM's Australian subsidiary, sold versions of the Nissan Pulsar as the Holden Astra between 1984 and 1989.[89]
LDV Group sold a badge-engineered light commercial vehicle version of the Nissan Serena as the LDV Cub from 1996 to 2001. The Nissan equivalent was marketed as the Nissan Vanette Cargo.
In March 2023, Nissan and Honda signed a memorandum of understanding regarding a strategic partnership to collaborate on producing components for electric vehicles and artificial intelligence in automotive software platforms.[90]
Alliance with Renault and Mitsubishi
[edit]
Main article: Renault–Nissan–Mitsubishi Alliance
In 1999, facing severe financial difficulties, Nissan entered an alliance with Renault of France.[56] Signed on 27 March 1999, the Renault-Nissan Alliance was the first of its kind involving a Japanese and French car manufacturer, each with its own distinct corporate culture and brand identity. Renault initially acquired a 36.8 percent stake in Nissan for $3.5 billion pending court approval and Nissan permanently vowed to buy into Renault when it was financially able. In 2001, after the company's turnaround from near-bankruptcy, Nissan acquired a 15 percent share of Renault, which in turn increased its stake in Nissan to 43.4 percent.[91]
The Renault-Nissan Alliance has evolved over the years to Renault holding 43.4 percent of Nissan shares, while Nissan held 15 percent of Renault shares. The alliance itself was incorporated as the Renault-Nissan B.V., founded on 28 March 2002 under Dutch law. Renault-Nissan B.V. is equally owned by Renault and Nissan.[92]
On 7 April 2010, Daimler AG exchanged a 3.1 percent share of its holdings for 3.1 percent from both Nissan and Renault. This triple alliance allows for the increased sharing of technology and development costs, encouraging global cooperation and mutual development.[93]
On 12 December 2012, the Renault–Nissan Alliance formed a joint venture with Russian Technologies (Alliance Rostec Auto BV) with the aim of becoming the long-term controlling shareholder of AvtoVAZ, Russia's largest car company and owner of the country's biggest selling brand, Lada.[94] The takeover was completed in June 2014, and the two companies of the Renault-Nissan Alliance took a combined 67.1 percent stake of Alliance Rostec, which in turn acquired a 74.5 percent of AvtoVAZ, thereby giving Renault and Nissan indirect control over the Russian manufacturer.[95] Ghosn was appointed chairman of the board of AvtoVAZ on 27 June 2013.[96] In September 2017, Nissan sold its AvtoVAZ stake to Renault for Euro 45 million.[97]
Taken together, in 2013 the Renault–Nissan Alliance sold one in ten cars worldwide, and would be the world's fourth largest automaker with sales of 8,266,098 units.[98]
Renault and Nissan has announced the change in stock share between two companies, in March 2023. With this announcement and change, both companies will be treated as economically independent entity. [99]
Other alliances and joint ventures
[edit]
In 2003, Nissan and Dongfeng Motor Group formed a 50:50 joint venture with the name Dongfeng Motor Co., Ltd. (DFL). The company calls itself "China's first automotive joint venture enterprise with a complete series of trucks, buses, light commercial vehicles and passenger vehicles," and "the largest joint-venture project of its scale."[100]
On 7 April 2010, Daimler AG exchanged a 3.1 percent share of its holdings for 3.1 percent from both Nissan and Renault. This triple alliance allows for the increased sharing of technology and development costs, encouraging global cooperation and mutual development.[93]
On 12 December 2012, the Renault–Nissan Alliance formed a joint venture with Russian Technologies (Alliance Rostec Auto BV) with the aim of becoming the long-term controlling shareholder of AvtoVAZ, Russia's largest car company and owner of the country's biggest selling brand, Lada.[94] Carlos Ghosn was appointed chairman of the board of AvtoVAZ on 27 June 2013.[101] Nissan exited the AvtoVAZ venture in September 2017.[102]
Nissan was in an alliance with Ashok Leyland in India, producing light commercial vehicles.[12]
Together with Mitsubishi Motors, Nissan develops mini cars which are produced at Mitsubishi's Mizushima plant in Kurashiki, Okayama, Japan under the NMKV joint venture.[12][103] In May 2016 Nissan bought a controlling stake in Mitsubishi Motors for an estimated USD 2.3 billion.
Branding and corporate identity
[edit]
Brands
[edit]
Nissan: Nissan's volume models are sold worldwide under the Nissan brand.
Datsun: Until 1983, Nissan automobiles in most export markets were sold under the Datsun brand. In 1984 the Datsun brand was phased out and the Nissan brand was phased in. All cars in 1984 had both the Datsun and Nissan branding on them and in 1985 the Datsun name was completely dropped. In July 2013, Nissan relaunched Datsun as a brand targeted at emerging markets. However, due to sluggish sales, Nissan ended sales of Datsun-badged vehicles in 2022.[104][105]
Infiniti: Since 1989, Nissan has sold its luxury models under the Infiniti brand. In 2012, Infiniti changed its headquarters to Hong Kong, where it is incorporated as Infiniti Global Limited. Its president is former BMW executive Roland Krueger. From 2014 to 2020, the Japanese-market Skyline (rebadged Infiniti Q50) and Fuga (rebadged Infiniti Q70) were sold with Infiniti emblem.[106]
Nismo: Nissan's in-house tuning shop is Nismo, short for "Nissan Motorsport International Limited." Nismo is being re-positioned as Nissan's performance brand.[107][108]
Current logo of Nissan (since 2020)
Nissan "Corporation" logo (2013–2020)
Nissan corporate wordmark (2001–2020)
Logo of Nissan (1983–2002)
The "classic" Datsun logo, based on the flag of Japan and Japan's nickname as the "Land of the Rising Sun"
Current logo of Infiniti (since 2023)
Logo of Infiniti (1989–2023)
Nismo logo
Corporate identity
[edit]
For many years, Nissan used a red wordmark for the company, and car badges for the "Nissan" and "Infiniti" brands.[109] At Nissan's 2013 earnings press conference in Yokohama, Nissan unveiled "a new steel-blue logo that spells out—literally—the distinction between Nissan the company and Nissan the brand."[110] Using a blue-gray color scheme, the new corporate logo did read NISSAN MOTOR COMPANY. Underneath were the "badge" logos for the Nissan, Infiniti and Datsun brands.
Later in 2013, the Nissan "Company" logo changed to the Nissan "Corporation" logo. The latter was the logo used by Nissan Motor Co., Ltd.[111] up to early 2020. In July 2020, Nissan introduced new corporate and brand logos, as part of an image revamp tied to the Ariya launch.[112]
As of 2007 in Japan, Nissan sells its products with internationally recognized "Nissan" signage, using a chrome circle with "Nissan" across the front.
Previously, Nissan used two dealership names called "Nissan Blue Stage" (ja:日産・ブルーステージ, Nissan Burū Sutēji), "Nissan Red Stage" (ja:日産・レッドステージ, Nissan Reddo Sutēji), and "Nissan Red and Blue Stage" (ja:日産・レッド&ブルーステージ, Nissan Reddo & Burū Sutēji), established in 1999 after forming an alliance with Renault. Renault also exported cars to Japan and were available at "Nissan Red Stage" locations, and are still available at Nissan Japanese dealerships.
Nissan Red Stage was the result of combining an older sales channel of dealerships under the names "Nissan Prince Store" (ja:日産・プリンス店, Nissan Purinsu-ten), established in 1966 after the merger of Prince Motors by Nissan, which sold the Nissan Skyline. "Nissan Satio Store" (日産・サティオ店, Nissan Satio-ten) sold cars developed from the Nissan Sunny at its introduction in 1966. The word "satio" is Latin, which means ample or sufficient. "Nissan Cherry Store" (日産・チェリー店, Nissan Cherī-ten) was briefly known previously as "Nissan Cony Store" when they assumed operations of a small kei manufacturer called Aichi Machine Industry Co., Ltd. (愛知機械工業) who manufactured the "Cony", "Guppy" and "Giant" brand of kei cars and trucks until 1970, when the network was renamed for the Nissan Cherry.[113]
Nissan Blue Stage was the result of combining older sales channels, called "Nissan Store" (ja:日産店, Nissan Mise) in 1955 selling Nissan's original post-war products called the Datsun Bluebird, Datsun Sports, Datsun Truck, Datsun Cablight, Datsun Cabstar, Nissan Junior and the Nissan Patrol. Select "Nissan Store" locations were renamed "Nissan Cedric Store" when the Nissan Cedric was introduced in 1960, then renamed "Nissan Store" in 1965 and offered luxury sedans like the Nissan President and the former Prince Motor Company developed Nissan Laurel. In 1970, Nissan also set up a separate sales chain which sold used cars including auctions, called Nissan U-Cars (ja:日産ユーズドカーセンター, Nissan Yūzudo Kā Sentā), which they still maintain.
In the early days of Nissan's dealership network, Japanese consumers were directed towards specific Nissan stores for cars that were of a specific size and pricepoint. Over time as sales progressed and the Japanese automotive industry became more prolific, vehicles that were dedicated to particular stores were badge engineered, given different names, and shared within the existing networks thereby selling the same platforms at different locations. The networks allowed Nissan to better compete with the network established earlier by Toyota at Japanese locations. Starting in 1960, another sales distribution channel was established that sold diesel products for commercial use, called Nissan Diesel until the diesel division was sold in 2007 to Volvo AB. To encourage retail sales, Nissan passenger vehicles that were installed with diesel engines, like the Cedric, were available at Nissan Diesel locations.
All cars sold at Nissan Blue Stage (1999–2005):
Fairlady Z, Serena, Cedric, Liberty, Cefiro, Laurel, President, Bluebird, Presage, Presea, Terrano, Leopard, Avenir, Nissan Truck, Safari, Hypermini, Caravan, Murano
All cars sold at Nissan Store, (1955–1999):
Liberta Villa, Bluebird, C80, Caball, Datsun Junior, Datsun Truck, Cabstar, Caravan, Civilian, Patrol, Datsun Sports, Leopard, Maxima, Fairlady Z, Gazelle, Terrano, Avenir, Cefiro, Laurel, Laurel Spirit, Prairie, Cedric, President
All cars sold at Nissan Red Stage (1999–2005):
X-Trail. Teana, Cima, Sylphy, Crew, Skyline, Civilian, Silvia, Tino, Gloria, Pulsar, Sunny, R'nessa, Rasheen, Bassara, Primera, Mistral, Stagea, ADvan, Cube, Largo, Vanette, Clipper, Homy, Elgrand, Safari, Wingroad, Atlas, Murano, Renault Twingo, Renault Symbol, Renault Clio, Renault Mégane, Renault Kangoo
All cars sold at Nissan Prince Store, Nissan Satio Store, Nissan Cherry Store (1966–1999):
Cima, Gloria, Skyline, Primera, Auster, Stanza, Violet, Pulsar, Pulsar EXA, NX, Langley, Volkswagen Santana, Volkswagen Passat, 180SX, Safari, Mistral, Elgrand, Homy, Bassara, Largo, Serena, Stagea, Wingroad, Expert, AD van, Vanette, Clipper, Atlas, Homer (cabover truck), Cherry, Sunny, Lucino, Cherry Vanette, Be-1, Pao, Figaro, S-Cargo. Nissan had classified several vehicles as "premium" and select dealerships offer the "Nissan Premium Factory" catalog. Vehicles in this category were:
Skyline, Fuga, Cima, Fairlady Z, Murano, and the Elgrand.[114] As of 2024 only the Skyline, Fairlady Z, GT-R, and the Elgrand remain premium level vehicles.
Products
[edit]
Automotive products
[edit]
Nissan has produced an extensive range of mainstream cars and trucks, initially for domestic consumption but exported around the world since the 1950s. It also produced several memorable sports cars, including the Datsun Fairlady 1500, 1600 and 2000 Roadsters, the Z-car, an affordable sports car originally introduced in 1969; and the GT-R, a powerful all-wheel-drive sports coupe. In 1985, Nissan created a tuning division, Nismo, for competition and performance development of such cars. One of Nismo's latest models is the 370Z Nismo.
Nissan also sells a range of kei cars, mainly as a joint venture with other Japanese manufacturers like Suzuki or Mitsubishi. Until 2013, Nissan rebadged kei cars built by other manufacturers. Beginning in 2013, Nissan and Mitsubishi shared the development of the Nissan DAYZ / Mitsubishi eK Wagon series.[103] Nissan also has shared model development of Japanese domestic cars with other manufacturers, particularly Mazda, Subaru, Suzuki and Isuzu. In China, Nissan produces cars in association with the Dongfeng Motor Group including the 2006 Nissan Livina Geniss, the first in a range of a new worldwide family of medium-sized cars. In 2010, Nissan created another tuning division, IPL, this time for their premium/luxury brand Infiniti.
In 2011, after Nissan released the Nissan NV-Series in the United States, Canada, and Mexico, Nissan created a commercial sub-brand called Nissan Commercial Vehicles which focuses on commercial vans, pickup trucks, and fleet vehicles for the US, Canadian, and Mexican Markets.[115] In 2013, Nissan launched the Qashqai SUV in South Africa, along with their new motorsport Qashqai Car Games.[when?] It is the same year when the Datsun brand was relaunched by Nissan after a 27-year hiatus.[116]
Nissan launched their Nissan Intelligent Mobility vision in 2016 by revealing the IDS Concept at the 2016 Geneva Motor Show.[117] Most Nissan vehicles like the Dayz, Rogue and Leaf are equipped with Nissan Intelligent Mobility technology. In 2018, Nissan launched the sixth-generation Altima at the 2018 New York Auto Show.[118]
Trucks
[edit]
Nissan Cabstar (日産・キャブスター Nissan Kyabusutā) is the name used in Japan for two lines of pickup trucks and light commercial vehicles sold by Nissan and built by UD Nissan Diesel, a Volvo AB company and by Renault-Nissan Alliance for the European market. The name originated with the 1968 Datsun Cabstar, but this was gradually changed over to "Nissan" badging in the early 1980s. The lighter range (1-1.5 tons) replaced the earlier Cabstar and Homer, while the heavier Caball and Clipper were replaced by the 2–4 ton range Atlas (日産・アトラス Nissan Atorasu). The nameplate was first introduced in December 1981. The Cabstar is known also as the Nissan Cabstar, Renault Maxity and Samsung SV110 depending on the location. The range has been sold across the world. It shares its platform with the Nissan Caravan.
The Nissan Titan was introduced in 2004, as a full-size pickup truck produced for the North American market, the truck shares the stretched Nissan F-Alpha platform with the Nissan Armada and Infiniti QX56 SUVs. It was listed by Edmunds.com as the best full-size truck.[119][120] The second-generation Titan was revealed at the 2015 North American International Auto Show as a 2016 model year vehicle.
Electric vehicles
[edit]
Main article: Nissan electric vehicles
Nissan introduced its first battery electric vehicle, the Nissan Altra at the Los Angeles International Auto Show on 29 December 1997.[121] Unveiled in 2009, the EV-11 prototype electric car was based on the Nissan Tiida (Versa in North America), with the conventional gasoline engine replaced with an all-electric drivetrain.[122]
In 2010, Nissan introduced the first-generation LEAF as the first series produced, all-electric vehicle launched globally.[123] As of 2014, the Nissan Leaf was the world's best selling highway-capable all-electric car ever.[124][125] Global sales totaled 100,000 Leafs by mid January 2014, representing a 45 percent market share of worldwide pure electric vehicles sold since 2010.[124] Global Leaf sales passed the 200,000 unit milestone in December 2015, and the Leaf continued ranking as the all-time best selling all-electric car.[126][127]
Nissan's second all-electric vehicle, the Nissan e-NV200, was announced in November 2013.[128] Series production at the Nissan Plan in Barcelona, Spain, began on 7 May 2014.[129] The e-NV200 commercial van is based on the Nissan Leaf. Nissan plans to launch two additional battery electric vehicles by March 2017.[130]
In June 2016, Nissan announced it will introduce its first range extender car in Japan before March 2017. The series plug-in hybrid will use a new hybrid system, dubbed e-Power, which debuted with the Nissan Gripz concept crossover showcased at the September 2015 Frankfurt Auto Show.[131] As of August 2016 , Nissan electric vehicles were sold in 48 world markets.[132] Nissan global electric vehicle sales passed 275,000 units in December 2016.[13]
In 2018 Nissan sold its battery unit AESC to Envision in order to focus on the production of vehicles.[133][134][135] The second-generation Nissan Leaf was launched by Nissan in Japan in 2018. By December 2020, 10 years after its introduction, cumulative global deliveries had reached 500,000 Leaf cars.[136]
In February 2023, Nissan announced its intent to produce electric vehicles with solid-state batteries by 2028.[137] In November 2023, Nissan announced its intention to build electric versions of the Qashqai and Juke at its plant in Britain.[138]
Autonomous cars
[edit]
In August 2013 Nissan announced its plans to launch several driverless cars by 2020. The company is building a dedicated autonomous driving proving ground in Japan, to be completed in 2014. Nissan installed its autonomous car technology in a Nissan Leaf all-electric car for demonstration purposes. The car was demonstrated at Nissan 360 test drive event held in California in August 2013.[139][140] In September 2013, the Leaf fitted with the prototype Advanced Driver Assistance System was granted a license plate that allows it to drive on Japanese public roads. The testing car will be used by Nissan engineers to evaluate how its in-house autonomous driving software performs in the real world. Time spent on public roads will help refine the car's software for fully automated driving.[141] The autonomous Leaf was demonstrated on public roads for the first time at a media event held in Japan in November 2013. The Leaf drove on the Sagami Expressway in Kanagawa Prefecture, near Tokyo. Nissan vice chairman Toshiyuki Shiga and the prefecture's governor, Yuji Kuroiwa, rode in the car during the test.[142][143]
Non-automotive products
[edit]
Nissan has also had a number of ventures outside the automotive industry, most notably the Tu–Ka mobile phone service (est. 1994), which was sold to DDI and Japan Telecom (both now merged into KDDI) in 1999. Nissan offers a subscription-based telematics service in select vehicles to drivers in Japan, called CarWings. Nissan also owns Nissan Marine, a joint venture with Tohatsu Corp that produces motors for smaller boats and other maritime equipment.
Nissan also built solid rocket motors for orbital launch vehicles such as the Lambda 4S and M-V.[144][145] The aerospace and defense division of Nissan was sold to IHI Corporation in 2000.[146]
Marketing activities
[edit]
Nismo is the motorsports division of Nissan, founded in 1984. Nismo cars have participated in the All Japan Sports Prototype Championship, Super GT, IMSA GT Championship, World Sportscar Championship, FIA World Endurance Championship, British Touring Car Championship, Supercars Championship and Blancpain GT Series. Also, they were featured at the World Series by Nissan from 1998 to 2004. Nissan sponsored the Los Angeles Open golf tournament from 1987 to 2007.
Beginning in 2015, Nissan became the naming rights sponsor for Nissan Stadium, the home of the Tennessee Titans and Tennessee State University football teams in Nashville.[147] Nissan also became the official sponsor of the Heisman Trophy and UEFA Champions League.[148] Since 2019, Nissan has been the naming rights sponsor for Nissan Arena, the home of the Brisbane Bullets basketball team and Queensland Firebirds netball team in Brisbane, Australia.[149]
Global sales figures
[edit]
Top 10 Nissan vehicle sales
by country, 2018[150] Rank Location Vehicle
sales 1 China 1,563,986 2 United States 1,493,877 3 Japan 615,966 4 Mexico 314,123 5 Canada 149,117 6 United Kingdom 116,914 7 Russia 106,138 8 Brazil 97,512 9 Spain 72,943 10 Thailand 72,394
Sales by calendar year Year Global sales 2010 4,080,588[151] 2011 4,669,981[152] 2012 4,940,181[153] 2013 5,102,979[154] 2014 5,310,064[155] 2015 5,421,804[156] 2016 5,559,902[157] 2017 5,816,278[158] 2018 5,653,683[159] 2019 5,176,189[160] 2020 4,029,166[161] 2021 4,065,014[162] 2022 3,225,549[163] 2023 3,374,271[164]
Research and development
[edit]
Nissan's central research[165] is inside the Oppama Plant site, Yokosuka, which began its operation in 1961, at the former site of Imperial Japanese Navy's Airborne Squadron base. In 1982, Nissan's technical centers in Suginami, Tokyo and Tsurumi, Yokohama were combined into one: Nissan Technical Center (NTC) in Atsugi, Kanagawa, at the foot of Mount Ōyama of the Tanzawa Mountains. At its 30th anniversary, in 2012, NTC employed 9,500 employees in product development, design, production engineering, and purchasing.[citation needed]
Nissan Technical Center works closely with its overseas operations: Nissan Technical Center (NTC)/North America,[166] NTC/Mexico, Nissan Design America, Nissan Silicon Valley Office,[citation needed] and Nissan Technical Centre Europe (NTCE).[167][168]
In 2007, the company opened Nissan Advanced Technology Center (NATC), near the NTC site. It works in close contact with the central research, the Silicon Valley office, the technical office near the Nissan headquarters in central Yokohama, and the overseas offices in Detroit, Silicon Valley, and Moscow.[169]
Nissan's test courses are in Tochigi (two courses), Yokosuka and Hokkaido.
Nissan Digital Hubs
[edit]
In mid-2018, Nissan launched its first of many planned software and information technology development centers in Thiruvananthapuram, Kerala, India.[170]
Manufacturing locations
[edit]
Data extracted from Nissan's international corporate website.[171]
East Asia
[edit]
Japan
Yokosuka, Kanagawa (Oppama Plant & Research Center)
Kaminokawa, Tochigi (Tochigi Plant)
Kanda, Fukuoka (Nissan Motor Kyushu[173] & Nissan Shatai Kyushu Plant[174])
Kanagawa-ku, Yokohama, Kanagawa (Yokohama Engine Plant, Nissan's oldest factory)
Iwaki, Fukushima (Iwaki Engine Plant)
Hiratsuka, Kanagawa (Nissan Shatai Shonan Plant)
Nagoya, Aichi (Aichi Machine Industry[175] Atsuta & Eitoku Plants)
Matsusaka, Mie (Aichi Machine Industry Matsusaka Plant)
Tsu, Mie (Aichi Machine Industry Tsu Plant)
Uji, Kyoto (Auto Works Kyoto)
Ageo, Saitama (Nissan Diesel Motor, currently owned by the Volvo Group)
Samukawa, Kanagawa (Nissan Machinery[176])
Zama, Kanagawa (Assembly lines in the Zama Plant were closed in 1995, currently Global Production Engineering Center and storage unit for its historic models. Automotive Energy Supply Corporation (AESC), a joint-venture between Nissan and NEC, produces lithium-ion batteries in Zama.)
Musashimurayama, Tokyo (Assembly lines at the Musashimurayama facility were closed in 2001, and the facility has been repurposed as the Carest Murayama Megamall. It was formerly operated by the Prince Motor Company until 1966 when they merged with Nissan).[177] It is now a museum called Carest Murayama Megamall occupying a 213,252 square foot facility.[178][179]
China mainland
Wuhan, Hubei (Dongfeng Motor Co., Ltd., a joint venture)
Huadu District, Guangzhou, Guangdong (Dongfeng Nissan Passenger Vehicle Company)
Xiangyang, Hubei (Dongfeng Motor Co., Ltd.)[180]
Zhengzhou, Henan (Zhengzhou Nissan Automobile Co., Ltd., a joint venture)
Dalian, Liaoning (Dongfeng Nissan Passenger Vehicle Company)[181]
Taiwan
Miaoli
Southeast Asia
[edit]
Malaysia
Segambut, Kuala Lumpur (Tan Chong Motor Assemblies Sdn Bhd)
Serendah, Selangor (TCMA)
Vietnam
Hanoi, Hanoi
Indonesia
Cikampek, West Java
Philippines
Santa Rosa City, Laguna
Thailand
Bangna, Samutprakarn (Nissan Motors (Thailand))
South Asia
[edit]
India
Chennai, Tamil Nadu
Oceania
[edit]
Australia
Dandenong, Victoria (Nissan Casting Australia Pty. Ltd)
Americas
[edit]
United States
Smyrna, Tennessee
Canton, Mississippi
Decherd, Tennessee
Mexico
Aguascalientes, Aguascalientes (2 plants)
Cuernavaca, Morelos
Brazil
São José dos Pinhais, Paraná (Renault-Nissan plant)
Resende, Rio de Janeiro[182]
Argentina
Santa Isabel (Renault-Nissan plant)
Africa
[edit]
Morocco
Tangier
Egypt
6th of October City, Giza Governorate
Kenya
Thika, Kiambu County
South Africa
Rosslyn, Pretoria, Gauteng
Europe
[edit]
Spain
Ávila, Castilla y León
United Kingdom
Sunderland, North East England
Russia (defunct 2022)
St. Petersburg, Russia (defunct 2022)
France
Flins (Renault factory)
See also
[edit]
Japan portal
Companies portal
Notes
[edit]
References
[edit]
Bibliography
[edit]
Cusumano, Michael A. (1985). The Japanese Automobile Industry. Harvard University Press. ISBN 0-674-47255-1.
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Renault-Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees
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"Nissan",
"plant",
"Chennai",
"offering",
"VRS",
"Voluntary",
"Retirement",
"employees",
"Renault-Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees",
"Team-BHP TeamBHP Indian car forum indian car community automotive forum cars indian car website automotive scene india"
] | null |
[
"AutoNoob"
] |
2018-09-10T23:20:06+05:30
|
Received the following from a source in Renault Nissan Chennai plant (RNAIPL). Employee Voluntary Separation Scheme, 2018 Is Renault Nissan going GM way ?? With group sales in India falling below 10k
|
en
|
/misc/favicon.ico
|
Team-BHP.com
|
https://www.team-bhp.com/forum/indian-car-scene/201694-renault-nissan-plant-chennai-offering-vrs-voluntary-retirement-employees.html
|
Senior - BHPian
Join Date: Feb 2011
Location: On-board JWST
Posts: 1,377
Thanked: 4,131 Times
Renault-Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees
Received the following from a source in Renault Nissan Chennai plant (RNAIPL).
Employee Voluntary Separation Scheme, 2018
Is Renault Nissan going GM way ??
With group sales in India falling below 10k and only support being exports, does seem like that.
Last edited by Aditya : 11th September 2018 at 09:58. Reason: Adding watermark
BHPian
Join Date: Oct 2014
Location: NCR/Turin
Posts: 672
Thanked: 1,633 Times
re: Renault-Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees
Now I can't be the only one who read VRS and jumped and thought that GM is gifting Octavia VRS to employees.
So Mitsubishi is handled by Renault in India? I guess Nissan is existing, a good move.
Now Renault should focus and maybe market the new Pajero.
Team-BHP Support
Join Date: Sep 2010
Location: All over!
Posts: 7,830
Thanked: 19,465 Times
Re: Renault Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees; going the GM w
We casually talk about how Renault-Nissan should just quit India given their half-hearted efforts in our market. But it is when things come down to such announcements that you realize the magnitude of the decision. Feel sorry for the employees, this development will create tremendous uncertainty in the company.
Also, "Early Bird Offer"?! How horribly condescending is that. Highlights an utter lack of empathy.
Team-BHP Support
Join Date: Feb 2004
Location: Bombay
Posts: 71,298
Thanked: 307,470 Times
Re: Renault-Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees
This is just trimming the fat & reducing costs. Let's not jump to conclusions. Tata has too offered VRS to its employees in the recent past.
The Renault group has good cumulative sales in India. That said, in my personal opinion, they should just let Nissan retire. It's a damaged brand. I believe the upcoming Kicks is their last & final shot at the market. If the Kicks doesn't click, Japanese bosses will be looking at tough options for Nissan India.
Senior - BHPian
Join Date: Aug 2009
Location: WB 26
Posts: 3,406
Thanked: 2,920 Times
Re: Renault-Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees
Cars sold by the alliance in August 2018:
Renault: 6557
Nissan: 530
Datsun: 2578
Mitsubishi: 0
Total : 9665
Market share: 3.4% (7th position)
IMO they should snip all redundant and overlapping models and retain the following in their portfolio:
Datsun: RediGo (aim this at the budget / value market)
Renault: Duster (updated), Kwid (upgrade and position this as a step up from RediGo), a supermini, a capable sedan (Keep Renault as the main brand with consistent sellers)
Nissan: Fold the brand (No use keeping a overlapping portfolio, maybe have the GTR as an option to be imported as a CBU)
Mitsubishi: a big SUV, maybe the new Pajero at competitive prices?
Also, all of these models should be sold under one roof from a multibrand dealership so that the buyer has choices once he walks in.
Last edited by blackasta : 11th September 2018 at 10:37.
Senior - BHPian
Join Date: Oct 2006
Location: Mumbai - The city of Sea Link!!!
Posts: 2,929
Thanked: 938 Times
Re: Renault-Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees
Quote:
Originally Posted by GTO
The Renault group has good cumulative sales in India. That said, in my personal opinion, they should just let Nissan retire. It's a damaged brand. I believe the upcoming Kicks is their last & final shot at the market. If the Kicks doesn't click, Japanese bosses will be looking at tough options for Nissan India.
Yes, if the Kicks doesn't kick other rivals in the market, nissan should be kicked out by the parent company. They should learn a thing or two from Fiat. The parent company is not doing great in Indian market but Jeep clicked.
My view, speed up the process of Mitusbishi in India and start with a bang. Xpander, Eclipse, Delica, Lancer are good brands to come to India. For that matter, even Mirage or EK Wagon should do decent numbers.
Senior - BHPian
Join Date: Mar 2008
Location: Evanston
Posts: 1,748
Thanked: 736 Times
Re: Renault-Nissan plant in Chennai offering VRS (Voluntary Retirement) to employees
Quote:
Originally Posted by GTO
The Renault group has good cumulative sales in India.
Quote:
Originally Posted by blackasta
Cars sold by the alliance in August 2018:
Renault: 6557
Nissan: 530
Datsun: 2578
Mitsubishi: 0
Total : 9665
Market share: 3.4% (7th position)
Agree with both your comments, however, they are a little too dependent on the Kwid (5541 units in Aug '18), and that is a tricky position to be in. The Kwid's volumes are at about 50% of what they were closer to its launch. For me, there are also unanswered questions (referring to the earlier crash test debacle) about what measures Renault will take to make the Kwid compliant with Bharat Stage VI safety norms, and what effect that would have on its pricing.
Quote:
Originally Posted by amtak
. For that matter, even Mirage or EK Wagon should do decent numbers.
I have had the (mis)fortune of driving a Mirage once in the States. I for one, would love for that car to remain true to its name .
|
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https://rntbci.in/blog/renault-nissan-tech%25E2%2580%2599s-commitment-to-workforce-excellence
|
en
|
Renault Nissan Technology & Business Centre India (RNTBCI)
|
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[] |
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[
""
] | null |
[] | null |
Renault Nissan Technology & Business Centre India (RNTBCI) is a captive automotive technology and business centre supporting Renault & Nissan globally. CSR
|
en
|
/favicon.ico
|
RNTBCI
|
https://rntbci.in/
|
About Us
Renault Nissan Technology & Business Centre India (RNTBCI) is a captive automotive technology and business centre supporting Renault & Nissan globally.
Visit About Us page
Blogs
Stay Updated on Business Trends and Strategies with Renault Nissan tech's Informative and Engaging Blog Posts
Visit Blogs page
|
||||
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https://www.bbc.com/news/business-46263220
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Carlos Ghosn: Renault-Nissan's relentless 'cost killer'
|
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[] |
[
""
] | null |
[
"Russell Hotten"
] |
2018-11-19T14:38:03+00:00
|
The boss of Renault-Nissan is one of the car industry's big beasts who has revived two global giants.
|
en
|
/bbcx/apple-touch-icon.png
|
https://www.bbc.com/news/business-46263220
|
In Japan, Carlos Ghosn's hero status was once so big that his life was serialised in one of the country's famous cartoon comic books.
That was in 2001, when his revival of the ailing Nissan had barely begun and when the idea of a foreigner running one of Japan's venerable companies was met with curiosity and bafflement.
But Renault, which had bought a large stake in Nissan two years previously, had high hopes for the Brazil-born Mr Ghosn. He did not disappoint.
Mr Ghosn not only turned around Nissan, he became a superstar in the process.
In a 2011 nationwide poll of who the Japanese would like to run their country, he came seventh, in front of Barack Obama (ninth). Another poll said he was the man most Japanese women wanted to marry.
All that serves to illustrate just how shocking it was when Mr Ghosn's glittering career abruptly imploded.
In an industry of big corporate beasts, the 64-year-old was up there with the biggest, running an alliance of three global carmakers - Renault-Nissan-Mitsubishi - on two continents as both chief executive and chairman. He was in charge of 470,000 employees, selling 10.6 million vehicles last year from 122 factories.
Satoru Takada, an analyst at Tokyo-based consultants TIW, said Mr Ghosn was seen as "the cornerstone of the alliance". It was Mr Ghosn's "charisma" that glued the alliance together, he said.
Cost killer
Mr Ghosn started his career at French tyremaker Michelin, spending 18 years in various divisions and countries.
Worried, perhaps, that the top job at the family-owned Michelin might elude him, he moved to Renault in 1996. He was soon put in charge of the loss-making South America division.
The division's radical overhaul - and return to profitability - earned him a nickname that has stuck: Le Cost Killer.
Mr Ghosn doesn't particularly like the moniker, arguing that if corporate survival plans depended only on cutting costs, a company would not survive long.
Nevertheless, when Renault came to the rescue of Nissan in 1999 by taking a near-40% stake, Mr Ghosn was parachuted in for a repeat performance.
Nissan was heavily in debt and had lost money in seven of the previous eight years. He embarked on a huge restructuring that involved closing factories and shedding one in seven jobs.
During the last decade, Mr Ghosn championed consolidation and alliances as the only way forward for a global motor industry that was sinking into recession and needed to tackle overcapacity. For years, there was speculation he would form a tie-up with one of the big three US carmakers.
That strategy continued in 2016, when he took charge at Mitsubishi after Nissan threw its struggling Japanese rival a lifeline, buying a one-third stake for about $2.2bn (£1.5bn at the time). That three-way alliance has itself formed partnerships with other carmakers in Europe, China and Russia.
Often referred to by his supporters as a "visionary", Mr Ghosn embraced electric vehicles sooner than many competitors, launching the Nissan Leaf in Japan and the US at the end of 2010.
He tells an anecdote about how the founder of computer chipmaker Intel told him 14 years ago that car companies would not make electric vehicles.
The rationale was that car firms were wedded to the internal combustion engine and would not innovate. The Leaf is now the world's best-selling electric car.
Mr Ghosn was long seen as the archetypal corporate globalist, frequently sleeping on a private jet as he travelled between companies and countries.
He speaks in his autobiography of always feeling slightly different because of his background.
Born in Brazil to Lebanese parents, he returned to Lebanon with his mother at the age of six. He then studied for two engineering degrees in Paris.
This cultural diversity, he says, made him more willing to integrate and understand other countries. It's one reason he succeeded in Japan's relatively insular corporate environment.
Being multilingual has also helped. He is fluent in Portuguese, Spanish, Italian, French and English, and picked up a good working knowledge of Japanese during his time at Nissan.
No interference
Despite the globetrotting, Mr Ghosn has spoken of the importance of a good home-work balance for employees - and also himself.
"I do not bring my work home. I play with my four children and spend time with my family on weekends," he told Fortune magazine many years ago.
"When I go to work on Monday... I come up with good ideas as a result of becoming stronger after being recharged."
People who have worked with him say his management style is to be quick and decisive. He also once told Fortune that Renault had wasted too much time on "discussions about everything and nothing".
Mr Ghosn also stresses the importance of bringing together cross-cultural management teams to help drive through projects. But the buck stopped with him.
"A boss has to have 100% freedom to act and 100% responsibility for what he does. I have never tolerated any wavering from that principle, I will never accept any interference," he once said.
Carlos Ghosn
Born in Porto Velho, Brazil, to Lebanese parents, he fell dangerously ill aged two after drinking dirty water and almost died
He was once tipped as a potential president of Lebanon, a move he eventually dismissed because he already had "too many jobs"
He is a big investor in the Lebanese wine industry
After taking over at Nissan, Mr Ghosn controversially changed the official company language from Japanese to English
A car lover from an early age, he reportedly could distinguish vehicles by their horn when aged five.
Inevitably, not everything went to plan. Although he became a "giant on the global business stage", says Michelle Krebs, executive analyst at Autotrader, Mr Ghosn did not get the chance to realise his vision of creating an "all-electric world".
And his plan that Nissan would capture 10% market share in the US stored up problems, she says. "That led to bad and unprofitable behaviours, including huge discounting and giant fleet sales that resulted in slumping resale values.
"Nissan also has had its share of quality problems as part of grinding out volume to snag market share."
And along with praise for his achievements came criticism over the amount he was paid for them.
That he then ran into trouble for, among other things, under-reporting how much he was paid, will be seen by many as ironic.
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Louis Renault – Myn Transport Blog
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[
""
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[
"Author Jeroen"
] |
2014-08-27T18:21:24+02:00
|
Posts about Louis Renault written by Jeroen
|
en
|
https://secure.gravatar.com/blavatar/2d37d3f0fe7c8cebd7b6dd14d7fb4fb294b60496035e10408e02f8999dcecb32?s=32
|
Myn Transport Blog
|
https://myntransportblog.wordpress.com/tag/louis-renault/
|
Tag: Louis Renault
RENAULT Buses, Cars and Trucks France Part II Between the world wars (1919–1938)
RENAULT
Part II
Between the world wars (1919–1938)
1919 Renault dávant guerre
1919 Renault FU
1919 Renault GR Tourer
1919 Renault Type EU ‘torpedo’
1919 Renault
1919 renault-1919-1940
1919 renault type eu
1919 Taxi Renault tipo AG en Paris
1919 renault-cars-atelier
1920 renault 1920 typeE
1920 Renault by Coulon
1920 renault de luxe
1920 Renault FT-17
1920 Renault KZ
1920 Renault Monoquatre
1920 Renault Musle Power Car
1920 Renault Type GS
1920 renault
1920 renault-cars-factory-truck-tractor
1920 renault
1920 renault-central
1920 Renault-Scemia buses in New York
Louis Renault enlarged the scope of his company after 1918, producing agricultural and industrial machinery. A number of the new products emerged from war developments. The first Renault’s tractor, the Type GP produced between 1919 and 1930, was based on the FT tank. However, Renault struggled to compete with the increasingly popular small, affordable “people’s cars”, while problems with the stock market and the workforce also adversely affected the company’s growth. Renault also had to find a way to distribute its vehicles more efficiently. In 1920, he signed one of its first distribution contracts with Gustave Gueudet, an entrepreneur from northern France.
1920 Renault-Type-GR
1921 renault-cars
1921 Renault type IO
1921 Renault type-ii–torpedo
1921 renault-elegant-parisienne
1922 Renault Model 40 Kellner Town Car
1922 Renault Charabanc Bus Paulette
The pre-First World War cars had a distinctive front shape caused by positioning the radiator behind the engine to give a so-called “coalscuttle” bonnet. This continued through the 1920s and it was not until 1930 that all models had the radiator at the front. The bonnet badge changed from circular to the familiar and continuing diamond shape in 1925. Renault models were introduced at the Paris Motor Show which was held in September or October of the year. This has led to a slight confusion as to vehicle identification. For example a “1927” model was mostly produced in 1928.
1922 Renault mt-torpedo-6cv torpedo
1922 renault-haarlemsche
1922 renault Type
1922 Renault NN 002 Cabriolet
1922 RENAULT PR
1922 renault-torpedo-sport
1923 renault
1923 renault-cars
1923 renault-cars-sphinx-egypt
1924 renault
1924 renault type nn
1924 Renault camions-anciens-renault-plateau-bache-big
1924 Renault GZ1
1924 Renault mit Schreiner GmbH Aufbau
1924 Renault MT torpedo skiff
1924 Renault NN Bestel
1924 Renault torpedo KZ
1924 Renault type MV 25 cv
1924 renault-cars
1924-30 Renault Type NN Town Car 1926
Renault produced a range of cars from small to very large. For example in 1928, when Renault produced 45,809 cars, the range of seven models started with a 6cv, a 10cv, the Monasix, 15cv, the Vivasix, the 18/22cv and the 40cv. There was a range of factory bodies, of up to eight styles, and the larger chassis were available to coachbuilders. The number of a model produced varied with size. The smaller were the most popular with the least produced being the 18/24cv. The most expensive factory body style in each range was the closed car. Roadsters and tourers (torpedoes) were the cheapest.
1925 Fourgon Renault type OS de 10 cv
1925 Renault 6 CV NN
1925 Renault Model 45 Kellner Phaeton
1925 RENAULT MZ
1925 renault taxi russia
1925 Renault Torpedo
1925 Renault type (NN) caisse
1925 Renault type MY
1925 Renault Type NM 40 CV Coupe de Ville
1925 renault-cars-robert-falcucci
1925 renault-falcucci
1925-29 renault NN DCDA
1926 Renault MU St Sernin
1926 Renault 6CV Torpédo [Type NN]
1926 Renault à benne basculante
1926 Renault NN 6cv 951cm
1926 Renault Scemia Turkije © otolist.blogspot.com
1926 renault-cars-la-40-cv
1927 Camion léger plateau bâché Renault type PD
1927 Renault 6CV Landaulet [Type NN] Taxi
1927 Renault 6CV Torpédo [Type NN]
1927 Renault 6CV Torpédo 4 Places [Type NN]
1927 Renault 6CV Torpédo Luxe [Type NN]
1927 Renault de type PR
1927 RENAULT NN II
The London operation was very important to Renault in 1928. The UK market was quite large and from there “colonial” modified vehicles were dispatched. Lifted suspensions, enhanced cooling and special bodies were common on vehicles sold to the colonies. Exports to the USA by 1928 had almost reduced to zero from their high point prior to WW1 when to ship back a Grand Renault or similar high class European manufactured car was common. A NM 40cv Tourer had a USA list price of over $4,600 being about the same as a Cadillac V-12. Closed 7-seat limousines started at $6,000 which was more expensive than a Cadillac V-16.
1927 Renault PN Nr 1347 der RATP
1927 Renault PN n° 1347 Paris F
1927 Renault PN type Paris, Chelles
1927 Renault PN
1927 Renault PNa
1927 Renault PNb
1927 Renault PNc
1927 Renault PNd
1927 Renault type PN Bus
1927 Renault Type NN
1927 Renault type PR
The whole range was conservatively engineered and built. The newly introduced 1927 Vivasix, model PG1, was sold as the “executive sports” model. Lighter weight factory steel bodies powered by a 3180 cc six-cylinder motor provided a formula that went through to the Second World War.
1927 Renault type pr
1927 Renault type PY
1928 Renault 3-asser van de Trammij. Groningen-Paterswolde-Eelde
1928 Renault MT 8 CV in Vilnius Energy and Technology Museum
1928 Renault NN 3
1928 renault type py trolley
1928 renault-cars-rene-vincent
The “de Grand Luxe Renaults”, that is any with over 12-foot (3.7 m) wheelbase, were produced in very small numbers in two major types – six- and eight-cylinder. The 1927 six-cylinder Grand Renault models NM, PI and PZ introduced the new three spring rear suspension that considerably aided road holding that was needed as with some body styles over 90 mph (140 km/h) was possible. The 8-cylinder Reinastella was introduced in 1929. This model led on to a range culminating in the 1939 Suprastella. Coachbuilders included Kellner, Labourdette, J. Rothschild et Fils and Renault bodies. Closed car Renault bodies were often trimmed and interior wood work completed by Rothschild.
1928 renault-vivasix
1929 Renault e.a.
1929 Renault Monastella RY1
1929 renault-c-rene-vincent-n-3-vivastella
Renault also introduced in 1928 an upgraded specification to the larger cars designated “Stella”. The Vivastella‘s and Grand Renaults had upgraded interior fittings and had a small star fitted above the front hood Renault diamond. This proved to be a winning marketing differentiator and in the 1930s all cars changed to the Stella suffix from the previous two alpha character model identifiers.
1929 renault-a-rene-vincent
1929 renault-vehicles-renault-6-nn
1929 renault-d-rene-vincent-n-8-monastella
1929 Tracteur Renault type SY
1930 Camion Renault type SZ 15 cv
1930 renault c
py trolleThe Grand Renaults were built using a considerable amount of aluminium. Engines, brakes, transmissions, floor and running boards and all external body panels were aluminium. Of the few that were built, many went to scrap to aid the war effort.
1930 renault diesel studebaker benzine
1930 Renault Monasix RY
1930 Renault PN
1930 Renault Monastella RY2
1930 Renault Type NN Town Car
1930 Renault Monastella
1930 Renault Vivasix Tourer
1930 Renault Vivasix
1930 Renault
1930 Renault Vivastella PG3
1930 renault
1930 renault-a-la-riviera-nervastella-cannes
1930 renault-cars-b-modele-cabriolet-vivastella
In 1930/31, Renault introduced diesel engines for its commercial vehicles.
1931 Camion Renault tout terrain VTD
1931 Renault Monaquatre UY
1931 Renault bus Exposition Coloniale Paris 1931, Nouvelle Calédonie
1931 Renault Nervahuit TG1
1931 Renault Vivastella Conduite Intérieure 7 Places [Type PG4 L]
1931 Renault Reinastella Décapotable
1931 Renault Reinastella [Type RM]
1931 Renault Reinastella
1931 Renault Vivasix KZ5
1931 renault-b-nervastella
Between 1936 and 1938, a series of labour disputes, strikes, and worker unrest spread throughout the French automobile industry. The disputes were eventually quashed by Renault in a particularly intransigent way, and over 2,000 people lost their job.
1931 renault-a-truck-van
1932 Camion Renault citerne type TI 25 cv 6.5 tonnes
1932 Camion Renault de type UDD 25 cv
1932 Camion Renault laitier type TI 25 cv 6.5 tonnes
1932 Camionnette Renault 10 cv type PRB bétaillère
1932 Renault Celtaquatre
1932 renault
1932 Renault 01 1000 Sahara
1932 Camions légers Renault type SX5 à plateau et OS4 citerne
1932 RENAULT GRUMIER
1932 Renault Heller TN6 b
1932 Renault Mission Transsaharienne
1932 Renault NervaSport typeZC4
1932 RENAULT OS4 Autopompe Premier Secours
1932 Renault Primaquatre Berline [Type KZ8]
1931 renault TN4 A2
1931 Latil/Renault VAN GOG 03 NL
1931 Renault-Scemia
1932 Renault-TN6-C2-02
1932 Renault VT6, 6×6
1932 Renault
1932 renault-b-reinastella-nerva-sport
1932 Tracteur Renault semi-remorque type SZ
1932 Tracteur Renault semi-remorque type YG
1933 Renault TN6A du PC n° 2408 et 2251
1933 Autorail Renault VH2211 Mulhouse FRA
1933 Autorail VH Renault
1933 Renault Taxi
1933 Renault-avion-Cie-Saharienne
1933 renault tn4f
1933 renault type osb
1933 RENAULT TNa
1933 renault type sxb
1933 Renault YFB
1933 renault type tib
1933 Renault TN6A du PC n° 2408 et 2251
1933 renault type umb
1933 renault-stella
1933 renault type yfb
1933 renault-yfb
1933 TN4 HP
1933 renault type umb ?
1934 Renault TN6C2 n° 2728 Paris
1934 Renault modèle SZ4
1934 Camion plateau Renault type ZJ 43 chevaux 2 tonnes
1934 Renault type UDD 25 cv 7.5 tonnes
1934 Renault UDB
1934 Renault divers
1934 Camion militaire Renault type TF 70 cv
1934 Camion Renault de type ABF 85 cv 5.5 tonnes
1934 Camion Renault ty ZF6DC 130 cv 18 tonnes
1935
1935 Renault Celtaquate Berline
1936
1936 renault TN4B -Prairie Renault, sur fond de TN4B n° 1883 du 177 en un lieu à déterminer
1937
1938
Next Part
Part III World War II and aftermath (1939–1944)
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dbpedia
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https://kaizen.com/insights/kaizen-project-renault-dealerships/
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KAIZEN™ In Renault Dealerships
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"Sara Azevedo"
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2023-09-15T10:21:33+00:00
|
Discover how Renault implemented a culture of continuous improvement in dealerships to achieve operational excellence and customer satisfaction.
|
en
|
https://kaizen.com/insights/kaizen-project-renault-dealerships/
|
The Company
Renault, a trailblazer in the automotive sector, has been revolutionizing mobility for over a century. Established in 1899 by Louis Renault in France, the company has consistently pushed the boundaries of innovation, driving the industry forward with sustainable technologies and solutions.
At its core, Renault’s business model revolves around delivering an expansive array of automotive products and services. The group boasts a broad range of vehicles tailored to meet the diverse preferences of their clientele.
In this article, we will delve into the transformation journey of Renault’s dealerships and workshops, fostering a culture of continuous improvement, and shed some light on the outcomes achieved.
Renault and Continuous Improvement
Over the years, Renault has acknowledged continuous improvement as a pivotal force in propelling both innovation and process improvement. The company has embraced this philosophy at different levels of the organization and in various departments and areas.
Implementing a culture of continuous improvement has allowed Renault to optimize operations, striving for excellence across the whole business and engaging its entire workforce in this process. As a result, Renault has reaped a plethora of positive outcomes.
This article will delve into the strategies and initiatives championed by Renault’s dealerships and workshops in France and share the results achieved thanks to the CI approach. Join us on this journey focusing on the after-sales transformation, seeking operational excellence and increased customer satisfaction.
The Approach
Since 2019, the Kaizen Institute has supported Renault’s quest for continuous improvement. Today, over 170 French dealerships are using KAIZEN™️ methodologies in their after-sales services. Find out more about the KAIZEN™️ initiatives rolled out and the results achieved.
Daily KAIZEN™ – Streamlining Team Management
Daily KAIZEN™ is an approach that provides leaders with the tools to manage and organize their teams day after day effectively. The aim is to ensure alignment between performance and objectives, enhance responsiveness to deviations, and optimize the time spent discussing improvement opportunities.
This approach includes regular meetings between leaders and their teams. Performance metrics, work planning, and team improvement activities are reviewed during these sessions. A table is used to present this information.
At Renault dealerships, this sharing ritual happens every morning, lasting approximately five minutes and marking the day’s onset. Priorities, workshop quality, and performance are the central topics of discussion. These meetings do evolve over time, constantly improved based on team insights.
Within the dealerships, the team board houses information such as the quality and communication plan, daily plan, and vehicle tracking, among other relevant data. Quality metrics and business volume are closely monitored, coupled with 5S and an action plan.
Implementing Daily KAIZEN™ has resulted in a significant transformation. Communication between the customer-facing front office team and the production-oriented back office improved significantly. All employees also had a greater awareness of the activities carried out in the workshop.
Realigning the flow of information between various departments was also a focal point, resulting in more transparent communication about tasks at hand and improved task monitoring.
Overall, the rollout of Daily KAIZEN™ at Renault has made a substantial impact, championing continuous improvement and fostering a more efficient and collaborative work culture.
Upselling – Encouraging Additional Sales
In a fiercely competitive market, customer loyalty is paramount. To achieve this, meeting client expectations and anticipating their needs is essential. They offer solutions to issues that clients might not have considered but ensure the proper maintenance of their vehicles benefits both the customer and dealership. The need for this workshop arose during the KAIZEN™️ diagnosis, sparking a focus on upselling.
Upselling initiatives involve inspecting vehicles using a checklist, emphasizing specific elements like tires, rims, windshields, and the overall body condition. The customer reviews the proposed course of action for the vehicle, deciding whether to proceed with additional tasks.
Since launching this workshop at the Renault Issoire dealership, the average basket value has surged from €328 to €382 – a €50 increment per customer. The “Challenge Performance Atelier,” a quarterly challenge set by the manufacturer to boost parts sales at dealerships, witnessed a 140% hike since 2019, thanks to mechanics’ dedication to inspecting vehicles.
Front-Back – Organizing the Front-Back and Leveling the Workload
Delivering excellent service requires meticulous attention to customers and their vehicles. The receptionist’s role is crucial in managing the customer’s journey, from vehicle reception to return, ensuring a methodical, courteous service aligned with the manufacturer’s standards. Meanwhile, the production manager needs to oversee workshop planning, ensuring both the set deadlines and work quality are met.
At the Renault Angoulême dealership, following a diagnostic phase with the local team, the reception area showed apparent signs that it needed reorganization. The workload was unevenly distributed throughout the day. Implementing this workshop balanced morning and afternoon appointments at consistent 15-minute intervals. The tracking of work progress by receptionists did not match actual progress, impacting quality, as customers were not timely informed about delays, if any.
To ensure an adequate workload, the appointment load potential was updated. A loading board was introduced, allowing a quick and clear view of the available mechanics. Additionally, a visual loading board was created, giving a rapid glance at availability to work with the vehicles on a given day. This board is complemented by another one indicating the work status. Both are updated throughout the day by the Production Manager, allowing the receptionist to keep clients informed about their vehicle repair status.
The front-back organization workshop not only optimized workload and deadlines but also enhanced productivity by 4 points and improved client satisfaction (NPS) by 4 points.
Parking Organization – Optimizing Parking Areas
Parking can be a source of customer stress and a productivity drain for employees. In this sense, having a well-organized car park at the dealers is essential. After the KAIZEN™️ diagnosis at the Renault Calais dealership, improvement opportunities were identified in terms of time savings for teams, parking accessibility, and enhancing customers’ well-being.
Straightforward solutions were devised: sizing the number of parking spots based on service (mechanics, Renault Minute, bodywork, new and used vehicles) based on the number of customers per day and tagging vehicles and key holders with service-specific colored cards. This system allows for swift identification of a vehicle’s designated service.
Following the workshop’s implementation, locating keys and parking became effortless, resulting in time savings. Optimizing parking areas yielded significant benefits, including enhanced efficiency, improved work time, and decreased customer and employee parking-related insatisfactions.
Standardization – Streamlining Processes to Enhance Client Experience
Ensuring process consistency and stability is paramount for any organization. Standards uphold consistency, serve as benchmarks for identifying deviations, ensure knowledge preservation, facilitate team training and versatility, and form the foundation for audits.
With the introduction of KAIZEN™️ at the Renault Verdun dealership, one of the first improvements was employing a load board to monitor processes. A tool was also designed to track mechanics’ productivity, allowing them to view their daily productivity, along with the team’s, during the Daily KAIZEN™ session and track their monthly progress. Every tool developed comes with a standard to make it easy to use.
After a 12-month follow-up, the indicators skyrocketed: productivity soared by 22 points, the average basket increased by €111, and the Net Promoter Score (NPS) rose by 10 points compared to the previous year. These positive outcomes underline the significance of standardization in process improvement and achieving great results.
Quality – Promoting Excellence
Ensuring quality at every step of the customer journey — a process outlined by Renault’s standards — is imperative. During the diagnostic phase at the Renault Saint-Etienne dealership, a significant improvement opportunity was identified due to the non-compliance with the standards set for the customer journey. This was adversely impacting the workshop’s NPS score.
To address this, reimplementation and consistent monitoring of the customer journey standards were reintroduced into the daily tasks of the receptionists. Subsequently, a checklist was created to embed quality controls, ensuring they are applied to all the mechanical interventions.
The customer journey steps were tailored for the Saint-Etienne dealership using Renault’s standards. A designated parking area was established for customer reception, ensuring they always find a spot upon arrival. Quality control was also reinforced through a checklist completed by the employee responsible for vehicle cleaning, guaranteeing that vehicles are returned in pristine condition.
Key performance indicators showed significant progress, especially the NPS score, which surged by 23 points in 12 months, moving from 56 to 79. The rate of return visits due to complaints plummeted by 50%. Such outcomes show the positive impact of the KAIZEN™️ improvement project on the quality of services the dealership offers.
“Jockey” – Efficiently Allocating Resources
In an ever-evolving sector, organizational stability and efficiency are paramount. Hence, maximizing the added value of specialized/technical labor by focusing on core tasks is essential. Introducing a team member to handle non-technical yet crucial duties proves advantageous. This employee is part of the after-sales team and is managed by the production manager.
Upon initial assessment, a substantial loss of time was noticed in vehicle preparations and tasks undertaken by mechanics, electromechanics, and cotech technicians. Implementing the “jockey,” responsible for non-technical duties (like cleaning the vehicle and managing its movements within the dealership’s boundaries), enabled freeing up the technical workforce for high-value tasks. This shift was well received, leading to productivity gains and customer satisfaction.
Implementing this workshop allowed mechanics and technicians to focus on critical tasks, boosting their capacity to service more vehicles daily and ensure timely completion. This strategy led to a 9-point surge in productivity, a 17% revenue increase, and a 25% drop in return visits at the Renault Dijon mechanical workshop.
Workload Planning – Maximizing Planning Efficiency
The efficient operation of a workshop is directly linked to its management, taking into account the technical diversity of operations. Understanding the capacity of each specialization is key, and planning should be accessible, visible, and depicted on a dynamic physical or digital board.
During the diagnostic phase at the Renault Courbevoie dealership, workload planning issues were identified, especially in the highly technical areas. Teams grappled with challenges like workload surges, leading to customer dissatisfaction and communication barriers between the front and back-office teams. To address these issues, the workload board was redesigned to foster communication across both teams. The customer appointment load was redefined based on intervention types to prevent team overloads. Vehicles were color-coded, denoting whether they were being worked on (green), awaiting approval (red), or had parts waiting to arrive (blue). Additionally, color codes were used to track progress and update customers in real time.
These improvements resulted in significant benefits for the Renault Courbevoie dealership, including a 5% rise in team productivity, a 7% increase in vehicles serviced, and a 10% quality boost. The improvements helped establish a robust workshop structure, better communication across different departments, involve all employees, and, most importantly, escalate productivity and customer satisfaction.
Pre-picking – Optimizing Order Preparation
Typically, the workshop stands as the dealership store’s primary client in terms of volume, loyalty, and transportation cost savings. Consequently, synergy between services is vital for seamless operations. Delays in preparation and part unavailability lead to time losses for staff, customer service delays, revenue reduction, and even dissatisfaction. Adequate anticipation and planning increase business, efficiency, staff comfort, and a more gratifying customer experience. Pre-picking plays a pivotal role.
Pre-picking is an advance order process for parts. This system was introduced to correct out-of-stocks in the workshop and communication gaps between the warehouse and the workshop.
In the project’s initial phase at the Renault Marmande dealership, 10 columns were established, each associated with a number from 0 to 9. Every advanced parts preparation was placed in a box, labeled with the repair order number. The last digit corresponds to the column where the box was positioned. Additionally, to ensure there are no parts swaps or anyone taking the wrong box, each carries a copy of the warehouse request, quickly identifying parts linked to the repair order.
In the subsequent phase, carts containing ordered parts were prepared and adjusted by pickers when needed. This approach distributed their workload throughout the day, fostering greater flexibility and warehouse organization enhancing staff comfort. Furthermore, the box system eases order tracking and upselling by increasing parts availability. Production teams also save time every day as they no longer wait for parts preparation and delivery. The boxes are placed in the warehouse, next to their workstations.
In a nutshell, implementing pre-picking at the Renault Marmande dealership significantly reduced mechanic wait times, anticipated stock shortages, and enhanced customer satisfaction. It fostered better organization, communication, and cooperation between the store and workshop, resulting in substantial quality and revenue gains.
5S Workshop – Organizing Workspaces
The 5S is an approach to manage and organize the workplace. They consist of a set of five steps, with each “S” denoting a Japanese term associated with organization and discipline: SEIRI (Sorting), SEITON (Set in order), SEISO (Shine), SEIKETSU (Standardize), and SHITSUKE (Sustain). The 5S became one of the KAIZEN™️ project’s primary focuses within Renault dealerships. The aim was to improve workstations, ensure work quality and efficiency, and foster a better environment for employees and customers.
Implementing the 5S starts with a pilot. Later, the finalized model is planned for replication across the remaining workshop zones. A leader and a team are designated for each zone, with a set deadline for completing the 5S in stages. With this strategy, there is no need to halt production for an extended period to conduct a workshop, which should be part of the team’s daily routine.
Thanks to the collective commitment of the Renault Nantes Rezé dealership team, the 5S routine was consistently integrated into the company’s daily operations. The receptionists and the director also embraced the workspace organization concept.
Regarding the 5S implementation outcomes at this dealership, there was a reduced waiting time for borrowing tools amongst peers, parts exchanges, orders, and warehouse communication. Organization fostered efficiency in all employee’s daily tasks.
In summary, the 5S implementation significantly impacted the quality, efficiency, and motivation of the employees. A continuous commitment to the 5S as a daily practice ensures these benefits endure over time.
Results
The KAIZEN™️ project yielded considerable quality, efficiency, and customer satisfaction improvements. Renault optimized its operations by adopting a philosophy of continuous improvement within its dealerships, propelling excellence throughout every business aspect.
Here are some quantifiable results achieved by the Renault dealerships and workshops mentioned in this article, throughout their continuous improvement journey.
Daily Management
Mechanical Workshop KPIs Evolution – Maintenance/Wear: 83.3% NPS
Productivity Increase: +8.1 points
Increase in Revenue per Hour: +29.5%
Upselling
NPS Evolution: +4 points
Average Basket Increase: + €50/transaction
Front-Back
Mechanical Productivity Evolution: + 4 points
Mechanical NPS Evolution: + 4 points
Parking Lot Organization
Productivity Evolution: +12 points
Standardization
Productivity Evolution: +22 points
Average Basket Evolution: + €111/transaction
Quality
Customer Return to Dealership Due to Issues: -50%
The “Jockey”
Productivity Evolution: +9 points
Business Volume Evolution: +17%
Defects Evolution: -25%
Workload Planning
Productivity Evolution: +5 points
Business Volume Evolution: +5%
Paid Workshop Entries Evolution: +7%
Pre-Picking
Paid Entries per Hour of Presence: +7.2 points
Business Volume – Paid Replacement Parts: +16.5%
5S Workshop
Productivity Increase: +6 points
DQA Audit Score: +96%
Conclusion
The KAIZEN™️ project within Renault’s dealerships and workshops in France led to significant improvements in quality, efficiency, and customer satisfaction. Renault and its dealership network acknowledged the significance of continuous improvement, incorporating this philosophy throughout the organization, with over 200 dealerships in France already rolling it out.
Through practices like Daily KAIZEN™️, Upselling, Front-Back Enhancement, Parking Lot Organization, Standardization, Quality Assurance, “Jockey” introduction, and Workload Planning Optimization, Renault streamlined operations and fostered a more efficient, collaborative work culture.
The initiatives resulted in tangible improvements including better productivity, high average sales figures, improved NPS, and expanded business volume. Moreover, there was a decrease in customer complaints, loss of time, and operational failures.
The KAIZEN™️ project within Renault’s dealerships and workshops in France showcased its potential to achieve excellence, increase service quality, escalate operational efficiency, and amplify customer satisfaction. Renault will keep embedding continuous improvement into its organizational fabric, championing excellence across all operational areas.
|
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https://leadiq.com/c/renault-group/5a1d7cba2400002400569bbf
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en
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Renault Group Company Overview, Contact Details & Competitors
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Learn more about Renault Group's company details, contact information, competitors, and more. Find accurate contact data easily with LeadIQ. Book a demo today.
|
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| null |
Electric Vehicle Expansion Renault Group is expanding its electric vehicle portfolio, with plans to develop all-electric minicars and a Creta-sized electric SUV. This expansion presents a sales opportunity to cater to the growing demand for environmentally friendly vehicles.
Automated Logistics Facility Renault has unveiled a 'new-generation' automated logistics facility equipped with systems from Exotec. This development highlights the company's investment in advanced technology, offering a sales opportunity for automation solutions providers.
Innovative Talent Collaboration Renault Group prides itself as the home of innovative talents worldwide. Collaborating with such a forward-thinking company offers a sales opportunity for technology providers looking to partner on cutting-edge projects.
Award-Winning Sustainability Focus Renault received prestigious awards for Environment, Health, Safety (EHS) Excellence and Water Management, showcasing its commitment to sustainability. This recognition presents a sales opportunity for eco-friendly products or services aligned with Renault's values.
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https://www.dezeen.com/2019/11/18/norman-foster-renault-distribution-centre-swindon/
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Norman Foster's Renault Distribution Centre is high-tech architecture's most flamboyant structure
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[] |
[
""
] | null |
[
"Tom Ravenscroft"
] |
2019-11-18T00:00:00
|
Norman Foster's Renault Distribution Centre in Swindon is one of the most expressive and distinctive examples of high-tech architecture.
|
en
|
Dezeen
|
https://www.dezeen.com/2019/11/18/norman-foster-renault-distribution-centre-swindon/
|
Next in our high-tech architecture series is Norman Foster's Renault Distribution Centre in Swindon, one of the most expressive and distinctive examples of the style.
Completed in 1982 by Foster Associates, which became Foster + Partners, the Renault Distribution Centre was the main UK distribution facility for French car manufacturer Renault.
With its expressed structure it is one of the clearest demonstrations of high-tech architecture, a style that emerged in the 1960s and celebrates a building's structure.
It was the second industrial building that Foster built in the city of Swindon, following the Reliance Controls created while he was part of Team 4.
Unlike other huge, often anonymous distribution sheds, the 25,000-square-metre building has an extremely distinctive profile created by 59 bright-yellow masts and arched steel-beams that support the roof.
The building's distinctive roof was created as Renault required a flexible space with large, open spaces for the industrial warehouse racking and storage, which would need to be reconfigured regularly throughout the life of the building.
In total the structure is made from 42 square modules that are each 24 metres by 24 metres. Each module has a PVC membrane roof stretched across a grid of arched steel-beams that are held up by ties connected to masts at their corners.
A total of 36 of these modules, arranged on a nine by four grid, enclosed 20,000 square-metres of warehouse space.
A further three modules were built to contain a training school, workshops, offices and a staff restaurant.
A large, open showroom with cars suspended from the roof, which was often used for events, occupied two additional bays at the end of the building, while the final module is open to create a covered entrance.
As at the Reliance Controls building, the functions of the building were not differentiated by the architecture, with the same structural system covering the warehouse space, offices and showroom.
The building was also intended to be a physical piece of branding for the French car company with each of the masts painted bright Renault yellow. To further emphasis the yellow painted elements, the walls, which are entirely independent of the structure, were inserted two metres into the building.
"It is the building's almost festive Renault-yellow skeleton that gives the centre such an identifiable character," explained Foster + Partners.
"Significantly, this created such a memorable image that the building, alone among the company's facilities, did not need to carry the Renault logo."
Along with the building, Foster's studio designed the majority of fixtures for Renault including the warehouse storage units and a range of office furniture.
Glass-topped tables, which were developed for the studio's own offices, were modified for the distribution facility's offices, restaurant and reception. The tables were developed by Italian furniture manufacturer Tecno and placed on sale in 1986 – they are still in production.
Renault sold the building in 2001, and since then it has been known as the Spectrum Building. It is currently occupied by a tyre distribution centre and the Kidz About play centre – something that Foster told the Architects' Journal he was "delighted" by.
"We are delighted that the Renault building has proved flexible enough to accommodate a kids' playground and hope that they are inspired by its design," he said.
Led by architects Foster, Richard Rogers, Nicholas Grimshaw, Michael and Patty Hopkins and Renzo Piano, high-tech architecture was the last major style of the 20th century and one of its most influential.
Our high-tech series celebrates its architects and buildings ›
|
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2
| 67
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http://ibscdc.org/Free%2520Cases/Carlos%2520Ghosn%2520as%2520CEO%2520of%2520Nissan%2520P1.htm
|
en
|
Case Studies in Business and Management
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"CDC Case Studies",
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IBSCDC, with well over 2700 case studies, 877 structured assignments and 1130 teaching notes, is Asia Pacific's largest repository of business management case studies
|
en
|
images22/ico/favicon.ico
|
http://ibscdc.org/
|
Woven around the movie Coach Carter, this case study can be used very effectively either in Change Management module or Leaders as Change Agents module. Coach (Ken) Carter, played by Samuel L. Jackson, takes up the job of coaching the ...
|
|||||
7314
|
dbpedia
|
2
| 88
|
https://www.commercialappeal.com/story/money/cars/2019/05/29/fiat-chrysler-renault-merger-nissan-tennessee-mississippi/1256792001/
|
en
|
Nissan autoworkers in Tennessee, Mississippi have stake in merger proposal
|
[
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[
"Ted Evanoff, The Commercial Appeal",
"Ted Evanoff"
] |
2019-05-29T00:00:00
|
A deal could put in one camp the maker of Dodge pickups, Jeep SUVs and Nissan’s competing fleet of the Titan, Rogue and Pathfinder.
|
en
|
Memphis Commercial Appeal
|
https://www.commercialappeal.com/story/money/cars/2019/05/29/fiat-chrysler-renault-merger-nissan-tennessee-mississippi/1256792001/
|
Merger could lead Nissan to take models such as its Titan pickup truck off the American market to give way to the competing Dodge Ram full-size pickup.
When Nissan Motor Co. relocated its North American headquarters from Los Angeles to suburban Nashville in 2005, the move underscored a key point — the company had become a manufacturing force in Tennessee and Mississippi.
Now the Japanese automaker, which operates major assembly plants in Smyrna, Tennessee, and Canton, Mississippi, faces the biggest corporate change since it was spared bankruptcy in 1999 by forming an alliance with French carmaker Renault SA.
Fiat Chrysler Automobiles NV, the Netherlands-based company that controls Detroit’s Chrysler, Dodge and Jeep brands, has sought a merger with Renault, which owns 43.4% of still-independent Nissan. A deal would put in one camp the maker of Dodge pickup trucks, Jeep sport utility vehicles and Nissan’s competing fleet of the Titan, Rogue and Pathfinder.
Renault Chairman Jean-Dominique Senard flew to Yokohama, Japan, and outlined the deal Wednesday to Nissan’s board of directors and officials from the third alliance partner, Tokyo-based Mitsubishi Motor Corp.
Nissan could press to split away from Renault and remain independent, although after Wednesday’s meeting, Nissan leaders declared a Fiat Chrysler-Renault-Nissan tie-up might be possible, reported Nikkei, a Japanese newspaper.
"We are not opposed,” but “many details need to be worked out” before Nissan gives its full consent to the merger proposal, Nikkei quoted an unidentified Nissan official as saying.
Bringing together Italy-based Fiat and Renault could open way for Nissan and Mitsubishi as well as Chrysler and its Dodge and Jeep brands to operate under one umbrella company. Then the various partners could share engineering and technology and reduce design and production costs going forward as electric cars take on a larger presence on roads throughout the world, analysts say.
U.S. auto industry analysts are still unsure how a merger on this scale might change the American automotive landscape. One possible outcome would have Nissan and Fiat Chrysler sharing technology and engines and Nissan in turn taking rival models such as its Titan pickup truck off the American market to give way to the competing Dodge Ram full-size pickup.
“I think there would be a plan for rationalizing product portfolio … going forward. It makes no sense for the Titan and Ram to compete,’’ said Kristin Dziczek, vice president for industry, labor and economics at the Center for Auto Research, a think tank in Ann Arbor, Michigan.
Dziczek cautioned public details about the proposed deal are minimal now. She pointed out the proposal could change dramatically. The Italian government owns a stake in Fiat. The French government owns a stake in Renault. President Donald Trump earlier sought to use tariffs to bar automotive imports into the United States on national security grounds. Japan’s government is interested in the health of Nissan, that nation’s No. 2 automaker.
Dziczek said the four governments could weigh in on a proposed merger to protect markets, plants and workforces in their respective nations.
SUPPORT LOCAL JOURNALISM: Our Memorial Day sale gives you unlimited access to the Commercial Appeal for a low price
One argument pushing the proposed deal forward is slim profits. Fiat Chrysler as well as the Renault-Nissan alliance are pinched by tight profit margins at a time when the auto industry must find capital to afford new technology for next-generation vehicles such as driverless electric cars.
"Is Nissan in? Or is it out?” Michelle Krebs, executive analyst in Detroit for market researcher Autotrader, said about Nissan participating in a Fiat Chrysler-Renault merger.
She figured low profits might convince the Japanese automaker. “The whole point of this exercise is to beef up profit margins," she said, noting Dodge and Nissan have relied on profit-sapping consumer discounts to aid sales volume.
“They’re not doing that well,” Krebs said about Nissan. “They were challenged before any of this began.”
Sharing technology and product design offers a means of cutting costs. Similar sharing arguments were made when Renault, Nissan and the smaller Mitsubishi formed their alliance. One difference now: Nissan faces no Renault competition in the United States, while Mitsubishi has limited U.S. sales, giving Nissan a sales path clear of its partners.
Hiroto Saikawa, who became Nissan chief executive officer in 2017, now must ensure if a merger occurs, Nissan can get the technology, capital and market access it needs. “It's really important for Nissan to jockey for an equal position" among the five automakers, Katsuya Takeuchi, senior analyst at Mitsubishi UFJ Morgan Stanley Securities in Japan, told The Associated Press. The five refer to Fiat, Chrysler, Renault, Nissan and Mitsubishi.
Nissan earlier this spring refused Renault’s offer to more fully integrate the two companies. On Wednesday, Reuters, a news service based in Europe, reported Saikawa and his lieutenants appeared surprised by the latest merger proposal, “stoking concerns that a deal with Fiat Chrysler could weaken Nissan’s relations with Renault.”
As a result of the alliance, Nissan owns 15% of Renault, a non-voting share considered minor compared to the French automaker’s stake in Nissan. This imbalance has created past tensions among senior leaders of the two companies.
Former alliance chief Carlos Ghosn’s ambassadorial style kept the sides amicable, analysts say. However, the French executive, formerly head of both Renault and Nissan, was indicted in Japan last year on charges of misstating deferred compensation and later on charges of misappropriating funds. In January, Senard replaced Ghosn as Renault chairman.
Senard has not demonstrated Ghosn’s knack of forging harmony among the partners. “Renault and Nissan have each viewed the other as trying to capitalize on the leadership vacuum,” The New York Times reported.
Credit rating agency Moody’s, which cut Nissan’s credit grade last week, released a report saying: “It is unclear if the Nissan-Renault-Mitsubishi Motors alliance can advance their cooperation without resolving the cross-shareholding issue, which has been a source of contention.”
At Nissan operations in the United States, it has been business as usual while the top executives in Japan and France try to figure out the path going forward. No official information has been released to its 22,000 U.S. employees.
‘‘We’re just continuing to closely monitor the discussion,” said Chris Keeffe, spokesman for Nissan North America in Franklin, Tennessee.
|
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| 50
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https://timesofindia.indiatimes.com/business/international-business/renault-to-invest-320-million-hire-550-workers-to-make-electric-vans-in-northern-france/articleshow/108877442.cms
|
en
|
Renault to invest $320 million, hire 550 workers to make electric vans in Northern France
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[] |
2024-03-29T16:53:00+05:30
|
International Business News: SANDOUVILLE: French car maker Renault plans to invest 300 million euros ($323.
|
en
|
The Times of India
|
https://timesofindia.indiatimes.com/business/international-business/renault-to-invest-320-million-hire-550-workers-to-make-electric-vans-in-northern-france/articleshow/108877442.cms
|
A SIP calculator is a simple tool that allows individuals to get an idea of the returns on their
This financial tool allows one to resolve their queries related to Public Provident Fund account.
When investing in a fixed deposit, the amount you deposit earns interest as per the prevailing...
The National Pension System or NPS is a measure to introduce a degree of financial stability...
|
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7314
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0
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https://www.yumpu.com/en/document/view/7215934/in-this-report
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In This Report
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In This Report
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yumpu.com
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https://www.yumpu.com/en/document/view/7215934/in-this-report
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https://www.statista.com/statistics/1171043/number-employees-group-renault-by-zone/
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en
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Renault workforce worldwide 2019
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This graph shows the number of employees of the French group Renault as of December 31, 2019, by geographic area.
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en
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Statista
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https://www.statista.com/statistics/1171043/number-employees-group-renault-by-zone/
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Workforce of Renault in the world 2019, by geographic region
Published by Statista Research Department,
Number of employees of the French group Renault worldwide as of December 31, 2019, by geographic region
table column chart
CharacteristicNumber of employeesEurasia74,773Europe73,087France47,978Africa Middle East India19,637Americas11,997China71
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Source
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Source
Use Ask Statista Research Service
Release date
March 2020
More information
Region
France
Survey time period
December 31, 2019
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Citation formats
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dbpedia
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https://www.ellenmacarthurfoundation.org/circular-examples/groupe-renault
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en
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Europe’s first circular economy factory for vehicles: Renault
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2021-08-16T15:20:43.463000+00:00
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Europe’s first dedicated circular economy factory for vehicles
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en
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/favicon-32x32.png?v=8162460615cd27a599d2d1779d472d8d
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https://www.ellenmacarthurfoundation.org/circular-examples/groupe-renault
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Groupe Renault is becoming more circular
The aim of Groupe Renault’s circular activities is to extend the life of vehicles and components, and keep materials in use, thereby reducing the use of virgin materialsvirgin materialsMaterials that have not yet been used in the economy..
It has achieved this in different parts of the manufacturing process and across different brands. For example, by:
remanufacturing vehicle components such as gear boxes and turbo compressors
increasing recycled plastic content
creating a second life for electric batteries
In late 2020, Groupe Renault increased their ambition level and established ‘RE:Factory’, Europe’s first dedicated circular economycircular economyA systems solution framework that tackles global challenges like climate change, biodiversity loss, waste, and pollution. It is based on three principles, driven by design: eliminate waste and pollution, circulate products and materials (at their highest value), and regenerate nature. factory for vehicles and mobility.
A blueprint for a new industrial ecosystem
The Re-Factory is located in Flins about 40km west of Paris and will be the new hub for Groupe Renault’s circular economy activities. The 237 hectare factory complex will be developed between 2021and 2024 in collaboration with a large network of partners and will support circular economy innovation across the full life-cycle of vehicles. The top-line ambition for Re-Factory is to create mobility solutions with a negative CO2 balance by 2030, while at the same time generating employment for 3,000 people.
Re-Factory’s circular economy activity areas
The complex will comprise an ecosystem of four interconnected and complementary areas:
1. Extend the life of vehicles - ‘Re-trofit’
Recondition vehicles, converting thermic vehicles to less carbon intense versions including a specialist 3D-printing service for the manufacturing of rare parts.
2. Solutions for the production, storage and management of green energies - ‘Re-energy’
Optimise the first life of batteries, give used batteries a second life and manage end of life batteries and the exploration of new energy sources such as hydrogen.
3. Optimise the management of resources to support the ecosystem - ‘Re-cycle’
Dismantling of end of life vehicles, the remanufacturing of parts and the reusereuseThe repeated use of a product or component for its intended purpose without significant modification. and recycling of materials.
4. Promote innovation and knowledge sharing - ‘Re-start’
Accelerating research and disseminating knowledge about the circular economy .
Increasing the life of vehicle parts with remanufacturing
To meet the Paris Climate change agreement, industry needs to consider its use of materials as well as energy. Groupe Renault’s Choisy-le-Roi factory, located about half an hour from where the historic agreement was signed, provides a great example of how a more circular management of materials can both reduce emissions associated with vehicle manufacturing, and create profits and value to customers.
What is remanufacturing?
It involves restoring an engine part that has been reclaimed from an old car, to a condition that is as close to its original state and characteristics as possible. The production of remanufactured automobile parts began in 1949 in Choisy-le-Roi, since then, the factory has been steadily diversifying its output to include injection pumps, gearboxes, injectors, and turbo compressors.
How it works
The remanufacturing operation relies on a reverse logisticsreverse logisticsSupply chains dedicated to the reverse flow of products and materials for the purpose of maintenance, repair, reuse, refurbishment, remanufacture, recycling, or regenerating natural systems. ecosystem of partner companies (see infographic) that collects the old parts, dismantles and checks conformity, reassembles, and then sells on as genuine and guaranteed parts within the Renault sales network.
The parts are 40% less expensive than brand new parts, but undergo the same quality control test as new parts. Since 2012, the volume of engine parts that have been given a second life through remanufacturing is quite significant:
Gearboxes > 112, 000, 60% of components renovated.
Engines > 73, 000, 60 to 70% of components renovated.
Turbos > 50, 000, 40% of components renovated.
Injectors > 94, 000 (since 2010)
Business, environmental and societal benefits from remanufacturing
Renault customers benefit not only from cheaper warranted parts, but are also able to prolong the use of their vehicle, by accessing spare parts which might otherwise have been discontinued. For the company, the approach is good for business. Remanufacturing activities generated revenues of nearly €120 million in 2019.
Perhaps more importantly, remanufacturing supports a skilled workforce, and indeed this is one of the main constraints for further expansion of remanufacturing. More remanufacturing, provides a good rationale for upskilling the workforce and providing increased job satisfaction to staff. Remanufacturing also supports a local economy, as parts should be refurbished in the area that they were generated, or the carbon benefits could be negated through transportation.
The environmental benefits are significant. Typical savings from the production of a remanufactured part are:
80% less energy
88% less water
92% less chemical products
70% less waste
On a global scale, the energy that could be saved as a result of remanufacturing could be equivalent to the amount of electricity produced by eight nuclear power stations. In 2021, after 71 years of continuous operation in Choisy-le-Roi, Renault’s remanufacturing hub will be transferred to the Re-factory in Flins.
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https://renaultwinery.com/careers/
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en
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Careers – Renault Winery
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en
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https://renaultwinery.com/careers/
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Thank you for your interest in joining our Renault Winery Resort team. Please find all current openings & application forms for our team below. Our team will review all submissions and be in touch with candidates. Please, no phone calls.
Many refer to our industry culture as “The Hotel Business” or the “Hotel Industry.” At VIVÂMEE, we reject that limiting property-centric presupposition. We choose to be leaders in the Hospitality Industry.
Our culture is not just operating hotels; its purpose is to deliver authentic hospitality which is an intimately human service. We believe cherishing the souls of our guests and the team we trust to serve them is the key to achieving authentic hospitality.
Vivamee Hospitality & Renault Winery Resort & Golf are actively involved in the community by supporting and sponsoring many community events, volunteering in the community, and making donations to charitable/not-for-profit organizations.
If you would like for Renault to sponsor an event or fundraiser, please complete this application and return it to the contact listed below.
Please note that we cannot always meet every request, but will carefully review each one and consider our available resources to meet the needs of the community.
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http://archive.org/stream/transportworldv00unkngoog/transportworldv00unkngoog_djvu.txt
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en
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Full text of "The Transport world"
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https://archive.org/details/transportworldv00unkngoog
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See other formats
This is a digital copy of a book that was preserved for generations on library shelves before it was carefully scanned by Google as part of a project to make the world's books discoverable online. It has survived long enough for the copyright to expire and the book to enter the public domain. A public domain book is one that was never subject to copyright or whose legal copyright term has expired. Whether a book is in the public domain may vary country to country. Public domain books are our gateways to the past, representing a wealth of history, culture and knowledge that's often difficult to discover. Marks, notations and other marginalia present in the original volume will appear in this file - a reminder of this book's long journey from the publisher to a library and finally to you. Usage guidelines Google is proud to partner with libraries to digitize public domain materials and make them widely accessible. 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About Google Book Search Google's mission is to organize the world's information and to make it universally accessible and useful. Google Book Search helps readers discover the world's books while helping authors and publishers reach new audiences. You can search through the full text of this book on the web at |http : //books . google . com/ ^ H i 2^\ I ^^\ ^i 1 I HARVARD UNIVERSITY GRADUATE SCHOOL OF BUSINESS ADMINISTRAnON BAKER LIBRARY Digitized by VjjOOQIC Digitized by VjOOQ IC Digitized by VjOOQ IC THE Tramway and Railway World AN ILLUSTRATED REVIEW OF PROGRESS IN ELECTRIC AND OTHER TRACTION Established in 1892. Index to Volume XXIII January=June 1908 LONDON THE TRAMWAY AND RAILWAY WORLD PUBLISHING COMPANY, LIMITED, Amberley House, Noreolk Street. Digitized by VjOOQ IC NKW YOftK CiTT. • Digitized by CiOOQIC INDEX TO VOLUME XXIII. ARTICLES MARKED THUS • ARE ILLUSTRATED. X A PAGE Aberdeen Watering Car 436 Accident on Birmingham Tramways (Col. Yorke's Report) ". 117 Accident on Bournemouth Tramways ... ... 359 . Accident on Glasgow Tramways ... ... ... iiS Accident on Halifax Tramways (Col. Druitt's Report) ... ... ... ... ... ... 25 Accumulators for Motor Cars, Developments in Electric ... ... .. ... ... ... 482 Aldwych Tramway Subway* ... ... ... 257 Alleged Bias of Justice Discredited 361 Ambert Rail Joint. The* 457 Argyll Cabs for London 44 Ashton Tramways ... ... ... ... ... 466 Assam, Opening for Capital in ... ... ... 116 Associations : Australasian Tramway Officers ... ... 114 Metropolitan Electric Tramway Managers... 191 Municipal Tramways ... ... ... ... 463 Tramways and Light Railways 24, 105, 181, 275, 35o» 45^ Auckland Electric Tramway Debentures... ... 120 Australasian Tramway Officers* Association ... 114 Automatic Speed Controller* ... ... ... 484 Ayrshire Roads and Motor Traffic ... ... 136 45« 46J 117 187 6 14 271 359 23 263 Banister's Portable Track Grinder* Belfast Tramway Matters ... Birmingham Tramway Accident (Col. Yorkes Report) Board of Trade Tramway Returns Bonding* Book Reviews : Electrical Traction (E. Wilson and F. Lydall) Garcke's Manual Reactions Bournemouth Tramway Accident Bradford Accident, Cost of a Brake Operating Gear* Brakes : Peacock, The* ... ... ... ... iii Pringle Non-Skid Emergency, The* ... 352 Thomson-Houston Magnetic, The* ... 351 Voss' Slipper and Emergency ... ... 353 Brighton Railway Electrification* ... ... 8 Bristol Tramways and Carriage Company 120, 281 British Aluminium Company, Limited ... ... 466 British Manufacturers and Patent Law ... ... 483 British Thomson-Houston Company's Petrol Electric System ... ... ... ... ... 137 Bruce Peebles and Company, Limited ... ... 199 Buenos Ay res Tramways ... ... ... ... 546 Burford, Mr. H. G.* 395 Calculating Depreciation ... Calcutta Tramways Company Callenders' Slide Rule Canadian Electric Railways Cardiff, Depreciation Allowance at Carriage of Dogs on Cars Carthagena and Herrerias Steam Tramways Com- 27, Electric Loco- 105, pany ... Centre of Gravity of Steam and motives. The Char-a-banc, Churchill* Chelsea Power- Station Output* ... Churchill Char-a-banc* City of Birmingham Tramways ... Clontarf and Hill of Howth Tramroad Company Commercial Audit of the London County Council Tramways... Commercial Motor \'ehicle Exhibition* 218, 297, Commercial Vehicle Trials, The ... Completion of the London County Council Tramway Subway*^ Completion of Shanghai Tramways Congress, The International Tramways ... Contracts and Orders, New 34, 127, 209, 287, 370 Correspondence : Depreciation Lifeguards Rail Corrugation Sa.ndberg Rail, The ... South Shields Corporation and ** I Standard Tramrail Specification Cost of a Bradford Accident County of Durham Electric Power Distribution Company ... Creosoted Paving and Plants Debenture Deeds ... Dennis Chassis, A* ... Depreciation Allowances at Cardiff Depreciation and Renewals at Dundee ... Destination Indicator, ** Metropolitan Tvpe"* ... Developments in Electric Accumulators for Motor Cars Dublin United Tramways Company Dumbarton Burgh and County Tramways Com- pany ... ... ... " ... Dundee ( orporation 1 ramways ... Durham and District Motor 'Bus Company Dutch Electric Railway, A New ... Dynamometer Caj- on the J<orth Eastern Railwax* lir Wages" I'AGH 45^> 362 181 ^3 ^3 .[64 436 484 97 484 364 200 276 3^o, 4^5 299 257 196 199 474 269 191 191 13 269 104 -23 27 198 200 2.5 120 5^ 482 200 17 120 298 35« 16 Digitized by Google IV THE TRAMWAY AND RAILWAY WORLD. [Index, Vol. XXIIL, 1908. ■ PAGE Editorial 10, 102, 188, 266, 354, 454 Allowance for Depreciation ... ... ... 12 Australasian Tramway Association, The ... 102 Capital and New Work ... ... ... 102 Competition, Railway and Tramway ... 189 Creosoted Paving ... .. ... ... 356 Depreciation ... ... ... ... ... 104 Depreciation Allowances ... ... ... 12 Development of Tramways, The ... ... 189 Electric Locomotive Design ... ... ... 356 Electric Railway Fares ... ... ... 11 Electric Traction during 1907 ... ... 10 Fares on Electric Railways ... ... ... 11 Financial Position of London's Tramways 268 Foreign v. British Rails 354, 454 Franco-British Exhibition ... ... ... 267 Gears for Tramway Motors ... ... ... 455 Halifax Tramway Accident, The ... ... 11 Inter urban Tramways... ... ... ... 103 Light Railways and Small Holdings ... 355 Light Railways, The Rating of ... ... 454 London County Council's Tramway Accounts 268 London Development ... ... ... ... 188 Motor Gears for Tramway Work ... ... 455 Motor Omnibuses and Municipal Tramways 189 Parliamentary Standing Orders ... ... 266 Past Year, The... ... ... ... ... 10 Paving, Creosoted ... ... ... ... 356 Problem in Tramcar Design, A ... ... 104 Rails, Foreign v. British ... ... 354, 454 Railway and Tramway Competition ... 189 Rating of Light Railways ... ... ... 454 Rural Tramways ... ... ... ... 103 Shackles on the Industry, The ... ... 266 Signalling, Tramway ... ... ... ... 12 Street Traffic on the Continent ... ... 190 Surface Contact Traction ... ... ... 188 Tilbury Railway Electrification ... ... 266 Trackless Trolley Cars ... ... ... 354 Tramcar Design, A Problem in ... ... 104 Tramway and Railway Competition ... 189 Tramway Motor Gears ... ... ... 455 Tramway Signalling ... ... ... ... 12 Tramways, Interurban ... ... ... 103 Tramways, The Development of ... ... 189 Trolley Omnibuses ... ... ... ... 354 Underground Railways and Fire ... ... 103 Education of Granny, The ... ... ... 270 Electric Accumulators for Motor Cars, Develop- ments in ... ... ... ... ... ... 482 Electric Locomotive, A New* ... ... ... 358 Electric Power in Factories ... ... ... 191 Electric Railway Development in Italy ... ... 112 Electric Railway Share List 121, 201, 280, 363, 465 Electric Railways : London, Brighton and South Coast* ... 8 Midland* 357^437 Rome-Civita Castellana* ... ... ... 175 Tilbury* 343 Electric Traction ... ... ... ... ... 14 Electric Traction in the Hudson Tunnel, New York .... ... ... ... ... ... 99 Electric Tramways : Luton* ... ... ... ... ... ... 192 Milan* ... ... ... ... ... ... 113 Montreal* ... ... ... ... ... 93 Rhondda Valley* ... ... ... ... 429 Electrification of the Heysham Line of the Mid- land Railway* 357*437 Electrification of Railways* ... ... ... no Electrobus Promotion ... ... ... ... 395 Electrobus Run, A Long ... ... .., ... 395 PAGE Electrobus, The 482 Exhibition, The Commercial Motor Vehicle* 52, 218, 297. 3^0, 485 F Factory Act of 1901, The ... ... ... ... 270 Fares : London Omnibus ... ... ... ... 9 London Tube Railway ... ... ... 9 F*inancial Comment 27, 120, 200, 279, 362, 464 Auckland Electric Tramways Debentures ... 120 Bristol Tramways and Carriage Company 120, 281 British Aluminium Company... ... ... 466 Calcutta Tramways Company ... ... 362 Carthagena and Herrerias Steam Tramway Company 27, 464 City of Birmingham Tramways 364 Clontarf and Hill of Howth Tramroad Com- pany 200 County of Durham Electric Power Distri- bution Company ... ... ... ... 27 Debenture Deeds ... ... ... ... 200 Dublin United Tramways Company ... 200 Dundee Corporation Tramways ... ... 120 Gateshead and District Tramways ... ... 362 German Profits... ... ... ... ... 27 Glasgow District Subway Company ... 281 Gold Reserve ... ... ... ... ... 279 Kalgoorlie Electric Tramways ... ... 120 Liverpool Overhead Railway... ... ... 281 London's Underground Ways ... ... 200 Market for Electrical Appliances in Spain ... 200 Mersey Railway Company ... ... ... 279 Metropolitan Amalgamated Railway Carriage and Wagon Company ... ... ... 464 Oldham, Ashton and Hyde Electric Tramway 362 Potteries Electric Traction Company ... 27 Rangoon Tramway ... ... ... ... 27 Rio Tramways, Light and Power Company 364, 466 Sunderland District Electric Tramways ... 120 Thomas Tilling ... ... ... ... 464 Underground Electric Railways Company of London ... ... ... ... ... 362 Financial Reports ... 28, 122, 203, 281, 369, 471 First Motor Cab Results ... ... ... ... 13 Forthcoming Motor Show, The ... ... ... 52 Front Driving of Motor Vehicles ... ... ... 140 Future of the Motor Omnibus, The ... ... 136 Q Gas-Electric System, The Strang* ... ... 262 Gateshead and District Tramways ... ... 362 G.B. Surface-Contact System in London* 182, 458 General Motor Cab Company's Report ... ... 13 German Motor Car Industry ... ... ... 23 German Profits ... ... ... ... ... 27 German Railway Electrification ... ... ... 471 Glasgow District Subway Company ... ... 281 Glasgow Tramway Accident, Serious ... ... 118 Gold Reserve, The ... ... ... ... ... 279 Great Northern, Great Central and Great Eastern Agreement... ... ... ... ... ... 466 Griffiths-Bedell Surface Contact System in Lon- don* ; ... 182,458 Halifax Tramway Accident, Col. Druitt's Report 25 Halifax Tramway Management ... ... ... 21 Halifax Tramways and Safe Working, Report by Major Cardew and H. G. Harris ... ... 459 Halley Char-a-banc for Ireland, A* ... ... 138 Heysham, Morecambe, and Lancaster Electric Railway* 357, 437 Digitized by Google Index, Vol. XXIII., 1908.] THE TRAMWAY AND RAILWAY WORLD. Holmes and Allen Trolley Heads* Home Office Inquiry Improved Time Recorder ... Inspection Car, Petrol Rail Motor* International Tramways Congress, The Ipswich and Halfpenny Fares Iron and Steel Institute, The Italian Electric Railway Development Kalgoorlie Electric Tramways PAGE 15 270 117 435 199 35« III 120 Lancashire and Yorkshire Railway, Multiple Unit Train Control on the* ... ... ... ... 347 Large Morse Chain Drives* ... ... ... 199 Large Motor (Generators for the London County Council* ... ... ... ... ... ... 196 Large Tramway Lay-out for Newcastle* ... 106 Leeds Reserve Funds ... ... ... ... 278 Legal... ^z Legislation, Tramway and Electric Railway 119, 202, 277, 462 Leicester Corporation Tramways Report ... 202 Liability for Snow Removal ... ... ... 361 Light Railways Act, 1896 ... ... ... ... 462 Light Railways Applications (May 31, 1908) ... 466 Light Railway Orders ... ... ... 199, 364 Liverpool Overhead Railway ... ... ... 281 London and North Western Electric Railway ... 108 London, Brighton and South Coast Railway Electrification* ... ... ... ... ... 8 London Motor Omnibus Problem* ... ... 219 London Omnibus Fares ... ... ... ... 9 London Road Car Company's Report ... ... 301 London Southern Tramways Company ... ... 26 London Tube Railway Fares ... ... ... 9 Long Electrobus Run, A ... ... ... ... 395 London County Council Cars ... ... ... 350 London County Council Tramways : Commercial Audit ... ... ... ... 276 Completion of Aid wych Subway* ... ... 257 G.B. Surface-Contact System* ... 182, 458 Large Motor Generators for the* ... ... 196 Tramway Matters 21, 113, 197, 278, 360, 460 London's Underground Ways ... ... .. 200 Lucknow Tramways, the Projected ... ... 117 Luton Electric Tramways* ... ... ... 192 Magnetic Brake, The Thomson- Houston* ... 351 Maintenance of Tramway Track*... ... ... 264 Management, Organisation and Working Cost of a Public Service Garage* ... ... ... 44 Market for Electrical Appliances in Spain ... 200 Mersey Railway Company ... ... ... ... 279 Metropolitan Amalgamated Railway Carriage and Wagon Company, Limited ... ... ... 464 Metropolitan Association of Electric Tramway Managers ... ... ... ... ... ... 191 ** Metropolitan Type'' Destination Indicators* ... 52 Middlesex Tramways ... ... ... ... 361 Midland Railway Electrification*... 108, 357, 437 Milan Tramways ... ... ... ... ... 112 Montreal Street Railways*... ... ... ... 93 Morse Chain Drives, Large* ... ... ... 199 Motor 'Buses for India* ... ... ... ... 298 Motor Cab Results, First ... ... ... ... 13 Motor Generators for the London County Council* 196 Motor Omnibus, The Future of the ... ... 136 Motor Postal Service ... ... ... ... 395 PAGE Motor Tower Wagon, A Newcastle* ... ... 108 Motor Traffic ... 41, 135, 217, 295, 379, 481 Accumulators for Motor Cars, Developments in Electric ... ... ... ... ... 482 Argyll Cabs for London ... ... ... 44 Automatic Speed Controller* ... ... 484 Ayrshire Roads and Motor Traffic ... ... 136 British Manufacturers and Patent Law ... 483 British Thomson-Houston Company's Petrol Electric System ... ... ... ... 1^7 Burford, Mr. H. G.* 395 Char-a-banc, Churchill* ... ... ... 484 Churchill Char-a-banc* ... ... ... 484 Commercial Motor Vehicle Exhibition* 218, 297, 380, 485 Commercial Vehicle Trials, The ... ... 299 Dennis Chassis, A* ... ... ... ... 483 Destination Indicator, ** Metropolitan Type" of* ... 52 Developments in Electric Accumulators for Motor Cars ... ... ... ... ... 482 Durham and District Motor 'Bus Company 298 Electric Accumulators for Motor Cars, Developments in ... ... ... ... 482 Electrobus Promotion ... ... ... ... 395 Electrobus Run, A Long ... ... ... 395 Electrobus, The ... ... ... ... 482 Exhibition, The Commercial Motor Vehicle* 218, 297, 380, 485 Forthcoming Motor Show, The ... ... 52 Front Driving of Motor Vehicles ... ... 140 F'uture of the Motor Omnibus, The ... ... 136 Halley Char-a-banc for Ireland, A* ... ... 138 London Motor Omnibus Problem* ... ... 219 London Road Car Company's Report ... 301 Long Electrobus Run, A ... ... ... 395 Management, Organisation, and Working Cost of a Public Service Garage* ... ... 44 ** Metropolitan Type" Destination Indicator* 52 Motor 'Buses for India* ... ... ... 298 Motor Omnibuses, The F'uture of the ... 136 Motor Postal Service ... ... ... ... 395 Motor Traffic Notes ... 142, 222, 302, 396, 486 New Chairman of Motor Union ... ... 136 New Petrol-Electric 'Bus, A* ... 138, 218 North East Coast Service ... ... ... 296 Omnibus Companies' Amalgamation, Pro- posed ... ... ... ... ... ... 301 Patent Law and British Manufacturers ... 483 Petrol-Electric 'Bus, A New* ... 138, 218 Petrol-Electric System, The British Thom- son-Houston Company's ... ... ... 137 Producer Gas for Automobiles* ... ... 296 Proposed Omnibus Companies' Amalgamation 301 Public Service Garage, The Management, Organisation, and Working Cost of a* ... 44 Recorder for Automobiles, Stone's*... ... 42 Resilient Road Wheels ... ... ... 141 Royal Automobile Club, The ... ... 486 Ryknield Lorries and 'Buses* ... ... 222 Some Export Orders'-' 296 Speed Controller, Automatic* ... ... 484 ** Stirling " Motors Abroad ... ... ... 44 Stone's Recorder for Automobiles* ... ... 42 Street Dangers .. . ... ... ... ... 483 Strike of Motor 'Bus Men ... ... ... 142 Uniforms* ... ... ... ... ... 52 Useful Tool, A* 485 Motor Traffic Notes ... 142, 222, 302, 396, 486 Multiple Unit Train Control on the Lancashire and Yorkshire Railway*... ... ... ... 347 Municipal Tramways Association ... ... ... 463 Digitized by Google VI THE TRAMWAY AND RAILWAY WORLD. [Index, Vol. XXIIL, 1908. Newcastle Motor Tower Wagon* Newcastle Tramway Lay-Out* New Chairman of the Motor Union New Contracts and Orders 34, 127, 209, 287 New Dutch Electric Railway New Electric Locomotive, A* New Petrol-Electric 'Bus, A* New Petrol Rail Motor Inspection Car* New Radial Truck, A* New Rail Grinder, A* New Time Recorder, A New York Subway Extension Non- Fouling F^lexible Trolley Heads* ... Non-Skid Emergency Brake, The Pringle* North-East Coast Service ... North Eastern Railway, Dynamometer on the* New Inspection Car on the* ... PAGE ... 108 ... 106 ... 136 370. 474 ... 35« ... 358 ... 138 ... 435 20 ... 109 ... 35« ... 116 ... 15 ... 352 296 Car Obituary : Callender, W. O Oldham, Ashton and Hyde Electric Tramway ... Omnibus Companies' Amalgamation, Proposed... Omnibus Proposal for York Opening for Capital in Assam Output of Chelsea Power Station of the Under- ground Electric Railway* Oxford and the Dolter System 16 435 288 362 301 346 116 97 26 Patent Law and British Manufacturers ... ... 483 Patent List 36, 130, 212, 290, 374, 476 Peacock Brake, The* ... ... ... ... iii Peckham Radial Truck, The* ... ... ... 357 Personal ^^. 127, 209, 288, 372, 475 Petrol-Electric 'Bus, A New* 138 Petrol-Electric System, The British Thomson- Houston Company's 137 Petrol Rail Motor Inspection Car" ... ... 435 Pontefract Deadlock, A ... ... ... ... 37 Portable Track Grinder, Banister'^ ... ... 458 Potteries Electric Traction Company ... ... 27 Power for Railways from Niagara ... ... 187 Pringle Non-Skid Emergency Brake, The* .. 352 Producer Gas for Automobiles* ... ... ... 296 Projected Lucknow Tramways ... ... ... 117 Proposed Omnibus Companies' Amalgamation ... 301 Proposed Tramway in La Plata ... ... ... 196 Protection of Home Industry in Russia ... 277 Public Service Garage, The Management, Organi- sation, and Working Cost of a* ... ... 44 Radial Truck, A New* ... ... ... ... 20 Radial Truck, The Peckham* ... ... ... 357 Rail Grinder, A New* ... ... ... ... 109 Rail Grinder, A Portable* 265 Rail Joint, The Ambert* 457 Rangoon Tramways ... ... ... ... 27 Rating of Light Railways ... ... ... ... 471 Records of Electric Tramway Accounts 29, 123, 205, 283, 365, 467 Recorder for Automobiles, Stone's* ... ... 42 Reserve Funds at Leeds ... ... ... ... 278 Resilient Road Wheels 141 Rhondda Valley Tramways* 429 Rio Tramways Light and Power Company 364, 466 Roma-Civita Castellana Electric Raihyay* ... 175 Royal Automobile Club, The ... ... ... 486 Rural Repopulation ... ... ... ... ... 358 Ryknield Lorries and 'Buses* .. ... ... 222 Sandberg Rails for Australia Serious Accident at Bournemouth Serious Accident in Glasgow Shanghai Tramways, Completion of the. Signals for Tramways, Single-Line* Signals for Trolley Car Lines* Single-Line Signals for Tramways* Slipper and Emergency Brake, Voss' Some Export Orders* Speed Controller, Automatic* ** Stirling" Motors Abroad Stone's Recorder for Automobiles* St. Petersburgh Projects ... Strang Gas-Electric System, The* Street Dangers Strike of Motor 'Bus Men ... Sunderland District Electric Tramways . Surface-Contact System in London, The * Surplus Land at Traflford Park G. PAGE ... lOI ... 359 ... 118 ... 196 ... TOO 1 100 ... 353 . . . 296 ... 484 ... 44 ... 42 ••• 353 ... 262 ... 483 ... 142 120 B.'* 182, 458 ... 271 Tangential Method of Trolley Wire Suspension* 272 Thomas Tilling, Limited 464 Thomson-Houston Magnetic Brake, The* ... 351 Tilbury Railway Electrification* ... ... ... 343 Time Recorder, A New ... ... ... ... 358 Time Recorder, Improved ... ... ... ... 117 Torquay Tramways Company ... ... ... 9 Tower Wagon, A Newcastle Motor* ... ... 108 Track Doubling at Huddersfield ... ... ... 37 Track Grinder, Banister's Portable* ... ... 458 Traffic Returns ... ^^7. 131, 213, 291, 375, 477 Tramcar Brakes ... ... ... ... ... 114 Tramcar Improvements* ... ... ... ... 18 Tramway and Electric Railway Legislation 119, 202, 277, 364, 462 Tramway and Light Railway Notes 35, 128, 210, 289, ^75> 475 Aberdeen, 128, 210, 373, 475: Accrington, 128, 475; Bath, 289; Belfast, 35, 128, 210; Birkenhead, 35; Birmingham, 35, 210, 289, 373; Brierley Hill, 373: Bolton, 128, 289; Bournemouth, 210,475; Bradford, 210, 289: Bray, 210; Brighton, 35; Bristol, 128, 475: Bury, 289: Cardiff, 211; Croydon, 211, 475; Derby, 35, 211, 373 ; Dublin, 211, 289 ; Dum- bartonshire, 128, 475; Dundee, 128, 211, 289, 373; Dunfermline, 211; East Ham, ^y^; Edinburgh, 211, 289, 373: Erith, 128; Falkirk, 373: Glasgow, 35, 129, 211, ^^7^; Gloucester, 129, ^7^; Grimsby, 211: Halifax, 129, 211; Hartlepool, 35: Hastings, 35; Huddersfield, 289: Hull, 129, 211, 289; Ipswich, 476; Keighley, 211 ; Kew, 35; Kirkcaldy, 35, 211 : Lancaster, 374 ; Leeds, 35, 1 29, 2 1 1 ; Leicester, 35; Leith, 129; Liverpool, 35, 289 : London, 129, 212, 374, 476; Maidstone, 129, 289; Manchester, 35, 129, 476; Middlesex, 36, 289; Morecambe, 129; Morley, 212; Newcastle, 36, 374: Newport, 374; Norwich, 129; Not- tingham, 374; Oldbury, 212: Oxford, 212, 289, 374; Portsmouth, 290; Potteries, 290: Rawmarsh, 290; Rochdale, 129; Rochester, 374: Salford, 36: Sheerness, 290; Sheffield, 36, 290; Southport, 212, 374; South Shields, 129; Stalybridge, 212; Sunderland, 36; Swan- sea, 290; Swindon, 290; Swinton, 290; Tor- quay, 212, 374: Walsall, 130; West Ham, 130, 290, 476; Wigan, 36; Wimbledon, 476. Tramway and Omnibus Share List 121,201, 280, 363,465 Digitized by Google Index, Vol. XXIII., i9o8.] THE TRAMWAY AND RAILWAY WORLD. vu PACK Tramway Cars for Salerino ... ... ... 461 Tramway Congress at the Franco-British Exhibi- tion -275,456 Tramway Electrification in Russia ... ... 116 Tramwny Lay-Out for Newcastle'*' . 106 Tramway Management at Halifax ... .. 21 Tramway Returns, Hoard of Trade ... 187 Tramway Subway, Completion of* .. ... 257 Tramway to the *'Cimetero Monumentale" of Milan* ... ... ... ... ... ... 112 Tramway Track, Maintenance of* ... ... 264 Tramways and Light Railways .Association 24, 105, 181, 275, 350, 456 Tramways Congress, The International ... ... 199 Tram waymen's Tug-of- War, .\ ... .. 461 Trolley Car Lines, Si«jnals for* ... . . i Trolley Heads, Non-Fouling I'lexible* ... 15 Trolley Omnibuses ... ... ... ... ... 435 Trolley Wire Suspension, Tangential Method of* 272 Truck, A New Radial* Truck, The Peckham Radial* Underground Electric Railways (^.ompany Annual Report ... Extraordinary Meeting Financial Comment ... Output of Chelsea Power-Station* Uniforms* Useful Tool, A* Voss' Slipper and Emergency Brake w Waterincr Car for Aberdeen York, An Omnibus Proposal for .. P.VGK 20 357 zS 97 5-' -1«5 353 436 34^ Fki.i). K. Siwkk \ Son, City Printing WoRkb, Cookriuoe Sikeei, LhtDS. Digitized by VjOOQ IC Digitized by Google Established 1892. LONDON, JANUARY 2, 1908. Vol. XXIII. SIGNALS FOR TROLLEY CAR LINES. The use of signals for the protection of street railway and interurban lines has made remark- ably small progress in America. This is the more noteworthy owing to the great lengths of trackage on the interurban lines, and the high speed at which cars travel. In by far the greater number of cases the movement of cars is deter- In Great Britain the conditions are very different. We do not have the long stretches of line, nor the high speed, and there has not, therefore, been the same need for signals for the protection of opposing or following cars. What signals have been provided here have in all cases been placed where an obstruction prevented Signal Apparatus on Burton and Ashby Light Railway. mined by the schedule or time table, which may be modified by instructions from the train dis- patcher. This officer has the same functions as his namesake on a steam road, and acts as the nerve centre for a whole district, keeping in touch by telephone with all the cars and regulat- ing their movements in exactly the same way as a train dispatcher does with trains on a railway. opposing cars, each of which have to pass over a piece of single track, from seeing each other. There are about four well-known signal systems for trolley car lines in America, and about five in this country, and it is the purpose of this article to describe these. Taking America first, the oldest is that of the United States Electric Signal Company, the Digitized by Google THE TRAMWAY AND RAILWAY WORLD. [January 2, 1908. system referred to by Lieutenant-Colonel Yorke, of the Board of Trade, in his report on his visit to America in 1902. It is somewhat a mis- nomer to apply the word ** oldest'' to this method of signalling. It was only introduced, in a crude form, in 1898, but the term is none the less true. The type of signal employed is illustrated by Fig. I. On the right is a red disc, pivoted at the sides, and 8 in. in diameter. As seen in the illustration, it has been turned clear, and indicates Fig. 1.— Exterior of Signal Box showing White Semaphore Set. that the section is free. On the left is a disc of similar size, but painted green in the centre and white on the outside. In the centre of the standard, and between the two discs, are two lamps, an upper and a lower. Behind these are electric bulbs which, when switched in, show red in the upper lamp to correspond with the red right hand disc, and white in the lower lamp to Fig. 2.— Interior of Signal Box showing Mechanism in Place. correspond with the left hand disc. In the upper part of the standard is the relay which operates the discs. Fig. 2 is a photographic view of the internal mechanism with the door open, and in the latter are the lenses through which the lamps give their light. These signals are employed for protecting sections of single track, and one is fixed at each end of a section and immediately inside the single line portion. In Fig. 3 is given the wiring diagram, with a car in the section proceeding from left to right. When the car, represented by the wheel, entered the block, it closed the right hand contacts of the trolley switch for an ijfistant, allowing the current to flow over the circuit represented by heavy dashes, through magnet A and over line wire No. 3, through the other sig- nal to the ground. The path taken is shown by the heavy full line. Magnet A on being energised throws over its contact lever, disconnecting the ground at this, the setting end, and cutting in a permanent feed from the trolley wire to take the place of the switch contact, which opens imme- diately after the car passes. This permanent feed also throws the white and green lamp and disc into signalling circuit, and this indicates to a motor- man that the danger signal is exhibited at the other end of the section. The other set of con- tacts closed by this magnet complete a circuit which starts in the outside contacts of both trolley switches. It will be seen upon looking at the diagram that the signalling circuit leads through magnet B^ at the other end, opening a pair of contacts known as the non-intefference device. These contacts open the setting circuit Trolley Switch WhiUiamp Explanatron Setfhiff Circuit Reiexisuig- •» ,_, , SigrtoL - ' Oj Fig. 3.— Wiring Diagram. White Lamp from the trolley switch, and prevent a car trying to enter from the opposite end, locking up the lever to magnet A^, which would connect both ends of the signalling circuit to the trolley wire, making a dead signal until some car passed out of the block. The circuit indicated by light dashes is known as the releasing circuit. When the car leaves the block, going in the direction shown by the wheel, it closes the right-hand contacts in the right-hand switch, thus allowing current to flow through magnet C^, which breaks the main signalling circuit, and also through magnet B which unlocks the lever of magnet A. The magnet A, now being de-energised and the lock open, allows the lever to fall back, and the system is in its normal position with no car in the block. The next American system to be noticed has advantages over the one just described inasmuch as it allows cars to follow one another through a section, which the United States system does not provide for. The improved method is the *' Eureka.'* Four sets of lamps are employed in Digitized by Google January 2, 1908.] THE TRAMWAY AND RAILWAY WORLD, this system. Before reaching the points and entering on the single line there is a two-way lamp, which may be termed lamp a. When switched in, it shows a red light to an approaching motorman, and when the other lamp is switched in, it shows a green light in the rear; the object of the latter will be noticed later. Im- mediately inside the single track section are a pair of lamps by c, only one of which can be alight at one time, and when the section is normal and unoccupied neither are burn- ing. At the far end of the section are three similar lamps, but facing the opposite direc- tion, with the green side of the lamp similar to a, facing an approaching motorman who has come through the section. Suspended immediately inside the section is a contact maker similar to that seen in Fig. 4. This has flexible teeth which, when pressed in by the trolley ^ 1 ' \ j ' wheel, make con- tacts. On one side is a contact plate the whole length, and on the other side are two shorter plates. Included in the mechanism are two controllers- one for each end. When a car approaches the en- trance to the sec- tion no lights are burning. As soon as contact is made, one of the green lamps 6, Cy at the en- trance is switched in, which advises the motorman that the section is clear. At the same time the red light at the far end of the lamp similar to a, which we will Fig. 4.— Contact Maker for Overhead Construction. Fig. 5.— Semaphore Set at Clear. name rz^, is switched in, in order to stop any car from coming in the opposite direction. Should a second car wish to enter from the same end as the first, no red light would be showing in a, but the driver would see that a car was ahead of him by lamp b or c being alight. When the second car made contact, the only change in the signals would be that the lamp b (or c) would be switched out and its mate switched in. This would be an indication to the motor- man that all was working. The second car also moved the controller one notch forward, so that when the first car left the section the lights would remain burning, and as the man looked forward on passing the contact maker at the far end he would see that the green light in a^ had not been switched out, and it would be an indication to him that a car was following. For each car that enters, the controller is moved one notch forward, and as each car leaves at the other end, and the contact maker there struck by the trolley wheel, the controller is moved one notch back until all the cars are out, when the controllers are normal and all lights are switched out. Should a car enter against a red signal, all lights are switched out, so warning the erring and all motormen in the section. If the car stops, and backs out, the status quo ante is restored. The Blake Signal and Manufacturing Com- pany have a very good signal system for trolley car operation. It is not so much for protecting their working as for a train despatcher getting in touch with cars on the line. At each crossing place and station a signal is provided which normally is held upwards at "clear.'' This is set to "danger'* by the operation 6f a pendulum. In the train despatcher's office are a number of pendulums varying in length and corresponding to the number of signals under his charge. Should he wish to speak to a car approaching, say. No. 8 signal, and give the motorman instruc- tions, he puts a plug into No. 8 hole. This sets in motion No. 8 pendulum in his office by means of an electro-magnet. Each signal has an electro- magnet and a pendulum, which correspond in length with their fellows in the office, and which are all in series on a single wire. When a pendu- lum in the office commences swinging all those at the signals swing also, but the impulses are only cumulative in increasing the arc of vibration of that pendulum whose period is synchronous with the pre-determined period of electro-magnetic impulses. The intended pendulum in a few seconds swings through an arc of sufficient length to trip the lock holding the semaphore, and it at once falls to the "danger" position. A light is switched in simultaneously for night use, and a circuit is automatically completed which intimates to the train despatcher that the signal has responded. After the motorman has stopped and receives his instructions, he pulls a cord which again raises the signal to "clear," as seen in Fig. 5. Digitized by Google THE TRAMWAY AND RAILWAY WORLD. [January 2, 1908. The first signal installation on a British tram- way was carried out at Dover for Mr. Henry Stilgoe, then borough engineer, by Messrs. Saxby and Farmer. In Fig. 6 is a diagram of the lines protected, and in Fig. 7 is a diagram of the electrical connections between two signals. At the turn-outs pillars have been erected on which are placed the instruments which contain in the upper part two miniature signals, and below, pro- tected by a door, are four plungers, a pair, one white and one black, for each signal. The signal on the right hand side works simultaneously with the left hand signal of the next pillar on the right. As long as the signals are down the line is free, but no motorman may enter a section until he has pressed in the black plunger for the section he is entering, which raises his own signal and that at the far end of the section. On P€NT STRCET tmONO STUEET Fig. 6.— Diagram Showing Position of Signalling Points on Dover Tramways. Instrument at Prioiy Bnd^ InUPumenl « WMchelsea 8 Comniirtalor •0 9m4 of WhM ^iwAfi ' Fig. Ssttery ^•*urr 7.— Diagram of Connections Between Two Signals. arrival at the other end he presses in the white plunger, which lowers both signals and indicates that the line is free. The Harison signal, designed by Mr. Harison Jones, is in use at Southsea, Twickenham, and Swindon. For protecting a single track the arrangements are as in Fig. 8. At the extremi- ties of a section there is a signal arm, S^ at one end and S^ at the other, which are carried on the trolley wire pillars. In the trolley wire are two switches — i, 2. When contact is made at switch i a circuit is completed through signal S^, preference solenoid p by the auxiliary wire, through locking solenoid /2 of signal S^. This locks the latter signal and lowers the former. When the car passes oflF switch I solenoid p is de-energised, and the signal arm goes to danger by gravity. Switch 2 is now reached, and this energises locking solenoid/^, which now locks signal S^, as well as S^, at danger, but when switch 3 is reached at the far end of the section solenoid w^ of S^ and w^of S^ are energised, and these unlock their respective signals. Switches 4, 5, and 6 act similarly for the opposite direction. Siemens Brothers and Company, Limited, are the makers of a signal system which is in use at Pontypridd. The arrangement of connections is as shown in Fig. g. A car, C^, is travelling from right to left. It has passed section in- sulator P and is taking current from the feeder F through the solenoid S^, and in so doing attracts the armature A^, so completing the circuit of the signal lamps L^ L*^ from the feeder F to the earth plate E^. Lamp L^ has a green lens, and when alight indicates a clear road. Lamp L^ has a red light, showing in the opposite direction and indicating danger, and these lamps, also those (L^ L^) for the opposite direction, are fixed 30 or 40 yards in advance of the section insulators. As the car passes under I^ the arm- ature A^ returns to its normal position, due to the current taken by the car C^ through the' solenoid S^. The Electric Tramway Equipment Company have an apparatus, illustrated by Fig. 10, which is in use on the Swindon tramways. The cast- Fig. 8.— Harison Signal. iron signal box is fixed on a pillar about 6 ft. above ground level. It contains two i6c.p. 250-volt incandescent lamps and a two-way switch. There is a box at each end of a section, and the four lamps are in series. No car is allowed to enter a section when the lights are burning. If they are out, the conductor must turn the switch before entering, which switches in the lamps. When he leaves the section at the other end he must turn the switch there, which extinguishes the lights. Fig. II represents the system installed by Messrs. Brecknell, Munro, and Rogers, of Bristol, on the Burton and Ashby Light Railway ; also at Bristol, Bath, Sheffield, and Wemyss. The method employed allows cars to follow each other through a section, but no opposing car may enter until all those from the opposite Digitized by Google January 2, 1908.] THE TRAMWAY AND RAILWAY WORLD. direction have arrived and passed off the single line section. For each section there are employed four _S^ TroU^ Wirt Sfft H0m0r Fig. 9. overhead line contacts, two sets of lamps, and two switch boxes. Each road has an ingoing and an outgoing contact, which is attached to the trolley wire. The trolley wire is not broken, but goes straight through, and when the trolley head passes the contact the latter is pushed aside so that an electrical circuit between the trolley wire and the contact is closed. A car travelling from left to riglit first makes contact with a, which causes current to flow from the car into the rotary switchbox 6, causing magnet c to be energised, so that the rotary switch d revolves one step forward and thereby switches in the light e. Should a second car enter the section before the first had left, the rotary switch is moved another step forward. When the first car leaves the section it makes contact with a'^j Can traVelhng in Fig. 10. iponVir* orSrocHttArm Attaclmmt -cfc xf 7 1. 1! ■T± AS fc- Rotary Switch BOX Lamp 4 M Pot9 bona%d to Rail This Contact tob* set back ^ § tonoxth)lt ^JS. > f ? ^ c» ^ Rotary Switch Bo* Lamp Diagram of Cdnnectiont. >^ •Carttravoliingfn Lamp Rotary , Swftch Bom T Rotary Sm'tch Box I Satof Instruments /breach Block consists of A Line Contacts 2 Lamps \ 2 Smtch Boxes :±7- Qpohbontfetf /I toRoi/ Aerial Wire "SMsrsial Rail Trolley Wire Fig. 11. This cantoctmustbe abreast of the light marked A Digitized by VjOOQ IC THE TRAMWAY AND RAILWAY WORLD. [January 2, 1908. so that magnet c^ is energised, and this revolves the rotary switch d one step backwards. Were it the only car, the switch would have only moved one step, so that this backward movement would have put out the light e. If, however, there is a ; I ^ J m r ; < y IL « <! m ^ \ i i ! ii^ ■ Qe». =2 from the end at which the contact is farthest from the points would see the danger light before he got to them. The lamps may have a single light or may be provided with two or three lights as shown in Fig. 12, where it is considered necessary to advise a driver as to how many opposing cars are in the section. The lamps are protected by an efficient hood from being blinded by the sun's rays. BONDING. By E. Goolding. TR^tH-C L>M pp*- 9n '"qml Fig. 12.— Connections of Rotary Switchbox of Breclcnell. Munro, and Rogers. car still in the section the light would remain burning until the rotary switch had been stepped back to normal. For a car entering from the other end, contact would be made at a'^ and broken at a^, and the light e'^ would govern the movements. One of the pair of ingoing contacts has to be 40 yards' length back from the lamp, so that it may light the liarnp at the other end before a car If it were not for the bonding of track rails the resistance offered by the joints would be so high as to prohibit the use of the rails as a conductor for conveying the return current back to the switchboard. At present, both tramways and railways take advantage of the track rails as a return conductor. The conducting power of steel rails depends upon their composition. Where a steel rail is used as a conductor only, and not as a track rail (such as a third or fourth rail on railways, and the tee conductor bars used on the conduit system for tramways), high conductivity is of importance, and the conductivity of such rails is usually about 15 per cent, that of copper, or in other words, one to seven of copper. Track rails, on account of the wear and tear to which they are subjected, have to be of harder steel, thus the conductivity varies from ten per cent, to eight per cent, that of copper, in the latter case the ratio being nearly one to thirteen of copper. CM, B^S ^M/.e Af£ AMO yrff 4-^ %^i. 1 .\. r^ iz 1,000 00 095 "' \ \ \ i \ \ V \ S, \ S .. 00 *t90 1 1 9 rp i t3X000 00 *iO^ 9 7^/ \ 7\ \ \ \ \ \ \ \ V. s \ „ 00 MOM " i^BflOO 000 iOB /Or^ / \ \ Vj \ V \ \ \ \ \ \ \ ^ u 000 ato iSO.OOO 0000 '/as //ri, / ^ \ \ \ \ ^ V \ \ \ \ \ \ S M 0000 as-'"'' f 6 0,000 000 •/5/ - 000 •a 02 /2ro / \ \ 1 % ^ \ \ \ \ V \ ^ \ \ ^ — a/ 2,000 0000 '/oa m ooco 93a''' iSr^/ \ \ 1 -Ir V \ \ N \ \ ^ > \ k 300000 29S 300,000 s/o S/A 'ffirM^/L J ■ s 1 x \ s 15 ? J 11 1 • % ? S ^ § 5 5 5 .^ 5 J soopoo 3TS 3n^€l£7)9ACSr I 5 I J % M jE • S J \ V S \ 1 S 3 ^ K » i SOO.OOO a '7JO S00,O0O 3 /./ £S '" JJifUMA^T^^^ \ 1 1 • \ .<i ii \\ 5 % S s • 2 9 • 1 \ ^^M^STANac ^€m M/L£ a^ Cff^n^i/Oi/m /?a*l Table No. 1.— Rail-Weight Resistance Ratio and Resistance per Mile. Table No. 2.— Area and Sizes of Bonds. can enter from the opposing end, also that ot two cars entering simultaneously one shall have a greater advantage of securing the road. The ingoing contacts are staggered, so that there is no possibility, in the event of two cars passing under them simultaneously, of their both entering the block section, as the driver coming This high resistance greatly reduces the conducting values of the track, but owing to the heavy rails adopted in modern track work their use as a Conductor still entails an immense saving in copper. For example, tramway track rails may be taken at loo lb. per yard, in which case each rail has a sectional area of approxi- mately losq. in., and a double track will consequently have 40sq. in., which, at the ratio of 13 to i, the Digitized by Google January 2, 1908.] THE TRAMWAY AND RAILWAY WORLD conducting power if of the double track is equal to ^S=3sq. in. of copper. The limits within which track rails may be used as return conductors are regulated by the Board of Trade requirements, which stipulate that the diflference of potential (during the working of the tramway) between the points of the uninsulated return (or track) rails furthest from and nearest to the generating station shall not exceed 7 volts, and that the current density shall not exceed 9 amperes per square inch of rail. These regulations are necessary to obviate the electro- lytic action which might otherwise be set up in adjacent pipes if a greater difference in potential is allowed. Railways using the track rails as return conductors have as much as 20 volts drop, but in this instance the conditions diflfer from a tramway, inasmuch as there are no pipes (other than those belonging to the railway company) sufficiently near to be affected by electrolytic action; in addition the track rails being supported on wooden sleepers are, more or less, insulated from earth. It would be interesting to consider to what exten bonding affects the resistance of the track. Track rails are usually laid in lengths of 30, 40, or 60 ft., and it is therefore necessary that these lengths be made metallically continuous to obtain an efficient conductor. In one mile of single track (of 30 ft. lengths) there are 352 joints, and if in bonding 352 joints one bad bond is made it will neutralise the advantages gained by good bonding throughout the entire length ; in other words the strength of the chain is its weakest link. The exact type and size of bond to be used depends upon circumstances, but, whatever the type of bond employed, the greatest care must be exercised in the final fitting and bonding, the most vital point to be adhered to is to always allow the final cut to be taken out of bond holes with a fluted reamer, leaving the hole smooth and clean and a tight fit for the bond. It would, perhaps, be interesting at this point to draw attention to the necessity of allowing sufficient metal to be reamered out. The holes often being punched. RMl.tanc* per Mile of Single Rail. 1) 5» 1 5i K § 5 ?: 5 5 J^ ^ >. .^y \ 1 / / / c '/O \ \ \^ 1 1 1 / / / / 1 •2 ^ ^ i ^h^ / 1 / / (0 • '9 ^ \ ^ K X { / \ J ^1 f M •5 \ \ ^ <: 5^ X- >^ "^I - _ . ._ . — . - - f^ /-- -. - ■i » E V X \ X \ V \ J.7 •A )f\ 1 •r X ^ \ \ V \ X \ b J / ~l •9 ^ ::i^ ji.. V ^ ^ J:x V ^^ / / ■^^ ^ ^ "^ V \ s_ N. ■^ s T /a V ^ -^ X \ ^ K s. V V ■^ 1 / i 1 Q NOTES. Weight of Steel -283 lbs. per cubic in. ^ 6 ^^^ ^ Resistance of Copper i sq. in. =- 043 ohms per mile. g ^ Weight in lbs. per yard of rail - section sq. in. x weight f 5 fQ •^^"^ «^~ -.«. 9' ^ k — ^ "■• — , ^ ^1 > (S ^^ ^--^^ *--- ^U >^ cubic in. x 36 in. Jo "" ^ .1 uj 5 "^^^^ "--^ ^S ^5^ i*"" ^I^ *-*^,^ Res. of I sq. in. Copper per mile. oe *^ ^Q ^^ •^i ^ ^^ ^ '^^-.^ Res. of Rail per Mile- Area of Rail. | | — - . — - 253 ^'' ^'^sT -^**v "-s^^ Res. Ratio. ^ i9 ^^ <^ AreaofRailinsq.in.-*'''«':"^'>"'' . ' S| weight per cubic in. x 36 in. *! 1 ^ ^ 9^ ^*^ i Table No. 3.— Bonding Resistance. Owing to the fact that both track and third rails are usually laid in comparatively short lengths, there would be no efficient electrical continuity without bonding, as the only path would be through the fish plates (and in the case of tramway track the additional assistance of sole-plates) ; these of course materially assist the con- ductivity of the rail, but not sufficiently to be of practical service under the existing conditions and regulations ruling modern tramway and railway work. The main idea of bonding is to reduce the resistance of the track so as to comply with the Board of Trade regulations, and upon the following conditions depends the total resistance of the track : (i) Number of rails parallel. (2) Sectional area of rail. (3) Ratio of resistance of rail. (4) Number of joints per mile of rail. (5) Sectional area of bonds per joint. (6) Length of bonds used. it is not to be expected that they will be true. In addition, the effect of rust has to be considered. On a recent contract, involving the expenditure of some ;f8,ooo for bonding, it was found from experience that the holes must be punched \ in. small to obtain a clean metallic surface in the hole when reamered. In fact, it is often an advantage to drill the holes i*« small, and then to have them reamered ; this, although expensive, prevents the reamers being damaged by the skin left in punched holes. It is most unsatisfactory, as regards the efficiency and life of the bond, to attempt to bond in rough, burred, wet, or oily holes, nor is it advisable to leave the hole for any length of time after reamering, as a surface of rust is liable to form and seriously affect good metallic contact. The burr left after reamering should be taken off with a countersinking tool so as to give a good edge for the bond to hold against. The bond terminal may with advantage project beyond the face of the hole, so that when the centre J in. Digitized by Google THE TRAMWAY AND RAILWAY WORLD. [January 2, 1908. pin is driven in or the press is used this i in. projecting portion of the bond will act as a head to help keep the bond terminal ridged; these points are important factors in obtaining the economic use of the track rails as a return conductor. The actual resistance of a bonded track can only be obtained by measurement. This, however, is not always possible, but a close approximation can be arrived at with the assistance of the accompanying tables : Diagram No. i gives the weight, sectional area, ratio of resistance to copper and resistance per mile of the principal sizes of rail in use either for a single rail and single or double track (continuous unjointed length). Diagram No. 2 gives the area in square inches of the various sizes and numbers of bonds used per joint. Diagram No. 3 gives the percentage of resistance to be added (to table No. i) for bonding. Example So, 1, — Supposing it is required to obtain the resistance per mile of a single track with 90 lb. rail having a ratio of 11 to i of copper, and the rails being laid in 30 ft. lengths, and the joints bonded with two 000 S.W.G. 24 in. bonds ='0306 ohms. In the first instance by following the dotted line on diagram No. i the resistance of i mile of continuous single track to the above conditions ='026, and to this should be added the jointing and bonding resistance from diagram No. 3, the dotted line illustrating the point under con- sideration. First, from diagram No. i we have the resistance of a continuous single rail to the above conditions, and from diagram No. 2 the sectional area of two 000 S.W.G. bonds ; with these two items as a basis, we follow through on diagram No. 3 until we touch the line depicting 30ft. length of rail; the only condition then left is the length of bond, and by drop- ping down, to the 24 in. line we obtain opposite, the percentage of resistance to be added, which = 18 per cent. Resistance of continuous single track -- -026 Additional 18 per cent. = 0046 Total resistance of track 0306 Example No, 2, — In this case it is assumed we have one mile of single third rail, 100 lb. per yard, having a ratio of resistance of 7 to i and laid (60 ft. and 45 ft., average 50 ft.) 50 ft. lengths, and each joint bonded with two 5oo,oooc.M. gin. bonds = '0321 ohms. The same method is adopted as in the previous example, and if by following the full line (diagram No. I) for a single continuous rail the above area and ratio is found to be = '03 and the resistance due to bonding is shown by the full line, and is in this instance = 7 per cent. Then resistance of continuous rail ^ -03 Additional 7 per cent. - 0021 Total resistance 0321 The relative conductivity of the bonds is usually about J the conductivity of the rail for tramways, but on third rail, as very high efficiency is required, the con- ductivity of the bonds is often as great as the rail. In example No. i there are two 000 S.W.G. bonds per rail, or four bonds for the single track, which = '432 sq. in., and one 90 lb. rail = 9 sq. in. and 18 sq. in. for the single track, but since the ratio 18 of resistance is 11 to i, the track = - i'7sq. in. of copper, therefore the relative area of bonds ^ / ^ = ^ ^^ ^ ^ 432 4 the conductivity of the rail. It is usual to cross-bond every 40 yards between track rails, and every 80 yards between the inside rails in the case of double track. It is necessary to parallel the conductors so as to enable one to assist the other, and in the case of damage or repairs to any rail con- ductivity is thus obtained through the adjacent rails. This cross bonding has no eflfect on the resistance of the combined lines, and, although not necessary, these cross bonds are often put in the same size as those used in bonding the joints. This has been found advisable mainly for mechanical strength. THE BRIGHTON RAILWAY ELECTRIFICA- TION. It is now two years since the contracts were let for electrically equipping the Victoria and London Bridge section of the London, Brighton, and South Coast Railway. After what seems to be long delay, there is a prospect of the work being speedily completed. It may be remembered that the line is to be worked on the single-phase system, and it will be the first railway in this country to use that method. Winter-Eichberg single-phase motors will be used on the cars. Instead of a third rail as electrical conductor an overhead wire is used, and it carries the single-phase high-pressure alternating current. The track rails are employed for what is called the return, though that expression is hardly correct in the case of alternating current, seeing that rails and overhead wire are alternately positive and negative during every complete cycle. The rails, of course, are not insulated, so that there is no danger to life from them. During the half-period when they are positive the overhead wire, which is insulated, has a potential negative to earth, corresponding to its positive potential during the other half of the cycle Bracket Poles for Overhead Transmission. The rolling stock, which is being built by the Brush Company, and the electric equipment for it which is bemg manufactured by the British Thomson- Houston Company, are understood to be well advanced, and the arrangements of the London Electric Supply Corpora- tion, from whom the necessary energy will be pur- chased for providing the current, are also in a forward state. Cable ducts for the feeders have been laid along the side of the railway, the usual arrangement being shown in the accompanying photographic views, where it will be seen that the duct is carried a little above the ground on short supports. At one or two points on the line the work of erecting the overhead equipment has been begun by the con- tractors, Messrs. R. \V. Blackwell and Company. The illustrations show two types of support used. One con- sists of a strong steel lattice pole, about a square foot in Digitized by Google January 2, 1908.] THE TRAMWAY AND RAILWAY WORLD. cross section at the base. It is deeply bedded in concrete. Owing to fore-shortening, the view does not show the structure of the bracket arm. It really consists of two parallel members spaced a few inches apart and tied together at the extremities. The arm is firmly secured to the pole, and is also supported from the top of the standard by two straps in tension. From this bracket arm the conductor wires for the two tracks will be suspended. The poles are spaced rather standards are built up of steel angle frames, tied together by short braces. It is expected that electric operation will begin in the coming spring. Except during the busier hours in the mornings and evenings, this line does not carry a heavy traffic, and, indeed, in the middle of the day the intervals between the trains are very long, considering that over practically all the route the country is built upon. People, however, in the southern outskirts of Bracket Construction on Curve. near one another, so that a very strong construction may be obtained. On other parts of the route, where the two electrified tracks are not paralleled by others Brighton Company's London Suburban Lines. (Heavy I.ine Shows Electrified Route.) of the same company, standards of A shape are used. They are placed opposite each other on both sides of the railway, and each pair will be united by a cross member from which the wires will be hung. These Side Pole Construction. London do not appear to move about locally to any great extent. Owing to the shape of the route there is practically no through traffic, the detour from Victoria to London Bridge covering a distance of eight miles. Electric tramway competition in some parts tells against the line. With electric traction no doubt trains will be run more frequently and more rapidly. From a railway traffic point of view it may hardly seem worth while to have electrified the line, but under the new system it is to be hoped that business will largely increase. In any case the railway company wished to experiment with this electric system with an eye to possible future developments, and probably they could not get a better practising ground than this line, which is self-contained, and it may be called isolated, from the traffic point of view. The Torquay Tramways Company has been registered with a capital of ;£" 120,000 in £1 shares. The objects are to adopt an agreement with the Dolter Electric Traction, Limited, and to construct, maintain, and work tramways authorised by the Torquay Tramways Act, 1904. London Omnibus Fares. — Under the agreement arrived at with the London underground railway companies, the omnibus companies raised their short distance fares on many routes on December 15 by the expedient of shortening the length of the penny stage. The increase applies to horse as well as motor 'buses. Probably the best- known of the long penny stages was that between Charing Cross and the Bank of England. It has now been divided into two overlapping penny stages. The electric 'buses which run over this route have not raised their fares, but these vehicles at present are few in number. London Tube Railway Fares.— A conference of representatives of the Baker Street and Waterloo, the Charing Cross, Euston, and Hampstead, the Great Northern, Piccadilly, and Brompton, the Central London, the Metropolitan District, the Metropolitan, the City and South London, and the Great Northern and City Railway Companies, was held on December 2 for the purpose of considering the question of fare revision. The subject was thoroughly discussed, as was a particular project for through fares between any two or more of the railways. On December 15 the revised fares came into operation between a number of stations on the District, Baker Street and Waterloo, and Piccadilly Railways. Several id., i^d., and 2jd. fares are raised by a halfpenny, and a few 2d. fares are increased to 3d. Digitized by Google lO THE TRAMWAY AND RAILWAY WORLD. [January 2, 1908. THE Tramway ^^^ Railway World PUBLISHED BY THE TRAMWAY AND RAILWAY WORLD PUBLISHING COMPANY, LTD. AMBERLEY HOUSE, NORFOLK STREET, LONDON, W.C. JAMES W, COURTENAY, Managing Dirtctor. SUBSCRIPTION: The Tramway and Railway World can be obtained, post free, at the following rates: FOR THE UNino tflNQOOM-TwMiiy-flv« ShMlln^ pM- aimum (including 64 tssuts, 0/ which 12 art iUusirated numbers). One thlHInv per tingle Cepy. FOR ALL PLA0E8 ABROAD-Thlrty ShlUlnge per Annum. We shall be pleased to receive at all times articles, papers, notes, and corre- spondence on sheets of interest to those concerned in the financial administration, construction, or management of tramway and light railway undertakings. Par- ticulars as to the issue of specifications, the progress and completion of contracts for new work, and suggestions for improvements in all branches of tramway enterprise will receive special attention, Thb Tramway and Railway World, Amberley House. Norfolk Street, London, W.C. Telegraphic Address: '*Tramigro, London." Telephone No. 2948, Gbrrard. LONDON, JANUARY 2, 1908. 1907. The past year has not been an exciting one in the field of electric traction, but it has seen some notable events both at home and abroad. In reference to foreign countries, it may suffice to say that electric lines continue to extend, that single- phase working is now definitely on its trial on a large scale on the New York and Hartford Railroad ; that the electrifying of horse lines and the construction of new electric tramways have been prominent features of the year both in the far east and in South America ; and that the great tunnel undertakings for connecting New York with Long Island and New Jersey are now far advanced. At home, the most important works in progress which were completed during the year were the Birmingham Corporation tramways, the Charing Cross, Euston and Hampstead Railway, the Euston extension of the City and South London Railway, and the electrification of the Hammersmith line of the Great Western Railway. The electric railway system of London now forms a network of com- munications of extraordinary convenience and efficiency. The electric railway work now in actual progress is confined to the single-phase installations for the London, Brighton and South Coast Railway in London, and for the Midland Railway at Morecambe. These will be com- pleted during the present year. Other authorised schemes have not yet been commenced. ♦ « ♦ Tramway construction has been confined to extensions of urban systems and the completion of some interurban lines. The most important work of the kind still in progress is the electrifi- cation of the great undertaking of the London County Council. This work on the south side of the Thames is nearly completed, but new lines are still building on routes where there were no tramways before. North of the Thames a great deal still remains to be done in changing from horse to electric traction, but the work is being pushed forward with considerable speed. But for the state of the money market, progress would have been still more rapid. Most of the construction is on the expensive conduit system, but a long line from Hammersmith to Harlesden on the overhead wire system is now being begun, and the G.B. surface-contact system is being installed from Aldgate to Bow. In Middlesex and Hertfordshire, further extensions have been opened of the great light railway system in these counties, while to the south-west the London United Tramways have been spreading further over Surrey. Surface-contact systems have been in evidence, as the year saw the completion of lines on the Dolter system in Mexborough, Hastings, and Torquay, the pro- posal for the same system being installed in Oxford, and the beginning of work on the G.B. system (as already referred to) in London. The prospects of new work for the year now beginning are large so far as London is concerned, but limited elsewhere. The Parliamentary proposals also are not of much importance. The two things most required for a revival in the sphere of new work are cheaper money and an amendment of the Light Railways Act. We should then see more activity in the construction of interurban electric lines. ♦ * ^(j In connection with operation, the amount of business done on most systems continues to increase, but net profits are not responding so satisfactorily as they ought. Wages tend to rise, but the process of reducing fares has been checked — in some places so effectively that better results may be hoped for. The two Digitized by Google January 2, 1908.] THE TRAMWAY AND RAILWAY WORLD. II subjects which have been most discussed by those concerned in tramway operation and engineering are rail corrugation and braking of cars on gradients. Some advance of knowledge is observable regarding both these subjects, but more remains to be discovered, and Rome was not built in a day. The Halifax Two or three points of first-class Accident. importance emerge from the report of the Board of Trade regarding the late tramway accident in Halifax, when five lives were lost owing to a car running away backwards down a steep hill. The original circumstance which made a runaway possible was the failure of the current, arising from a circuit-breaker opening at the power-station. The car was in the process of climbing the hill at the time, and on the power disappearing a run-back at once began. The hand brake appears to have been ineflFective, and, apart from it, the reason why the car was allowed to gather speed was, that the electric brake was not properly applied. This again largely arose from the fact that some of the Halifax cars are fitted with one arrange- ment of electric braking, and some with another. For the express purpose of preventing run-backs, some of the cars have had modifications made in the controllers and wiring, and in the case of these controllers a different set of movements of the handles is required for braking purposes from those necessary in the case of the ordinary controller. Prominently to distinguish the one type of control from the other, a large B is painted on the case in front of the driver's eyes. But, in the moment of emergency, the driver tried to apply the electric brake in the old way, though it was one of the new type of controllers that he had. Thus, no braking effect was produced. The lesson from this is that all controllers and braking arrangements should be identical on every car on any given system of tramways. When a man is accustomed always to apply a brake by a certain movement, or set of movements, he may be trusted to execute these movements — almost semi-automatically, it may be said — when the moment of emergency, or even of terror, arises. But if he works sometimes with one system of control and sometimes with another, there is great risk, as in this case, that the wrong set of movements will be made, and, even if the driver discovers and tries to correct his mistake, the car has by that time gained high speed. * * * Another point, and one which is emphasised by the Board of Trade inspector, is the necessity for slipper brakes being of such a design that they can be applied instantaneously. In this Halifax case, the slipper brake was applied after the driver found his attempt at electric braking was useless. The car, however, was now running fast, and its speed was still further increased before the slipper brake could be fully applied. This brake is put on by means of a screw, and it requires several seconds to screw it firmly down. It has been demonstrated that once a car has exceeded a certain speed down a steep gradient, the mechanical slipper brake has little effect. But if this brake is applied in the earlier stages it is very powerful. Hence the necessity for instantaneous application. The inspector's remark as to the efficiency of compressed air for the purpose may lead to further experiments in that direction. The objections to compressed air in the way of complication and cost may be overcome. An alternative would be the magnetic track brake, so designed as to be also capable of instantaneous application mechanically. The reports of the committees now considering the question of braking ought soon to be available, and it may be hoped that the Board of Trade report on the Halifax case will come within the purview of these reports. Electric There is room for some doubt Railway Fares, whether the changes carried out during the past few weeks in regard to fares on the underground electric railways in London will lead to very much immediate increase of revenue. On a number of the routes the fares for the shorter journeys have been increased, this being rendered possible by an agreement with competing omnibus companies. If the number of passengers does not fall off, the increases in fares, while too small to make any material hardship to the individual passenger, will materially increase the gross revenue. In any case, there will be less of that too familiar operation of carrying passengers either at a loss or without appreciable profit. On the other hand, the system of through bookings Digitized by Google 12 THE TRAMWAY AND RAILWAY WORLD. [January 2, 1908. between one railway and another is being exten- ded. In some cases this does not mean any reduction in fare, but in others it does, the through fare being a little less than the sum of the separate fares was. In this direction the benefit from increasing short-distance fares on any one railway may be partly neutralised. The convenience to the public arising from the abolition of re-booking at interchange stations is, however, so great, that a considerable increase of passengers may reasonably be looked for. Only time can show what the relative effects of these different influences may be. With the year 1908 a number of AllowcincG for tramway undertakings complete eprec a on. ^^^ ^^^^ decade of their existence, and from now onwards, it is to be expected that the already much-discussed question of deprecia- tion will demand more and more urgent atten- tion. To no class of persons is this matter of so much importance as to those who have invested their money in the companies which have em- barked in the supply of this particular public ser- vice, and it is to be feared that many will be losers by the inadequate estimate originally made, by the promoters of these enterprises, of the amounts it would be necessary to set aside for this purpose. The growing sense of what may be required is to some extent reflected in the figures given in the Records of Electric Tram- way Accounts published from time to time in our pages. • • • In 1904 the average provision, in the aggre- gate, for depreciation, by those towns having a combined station for lighting and traction purposes, was 76d. per car mile, while for those having a separate generating station the average was -eGd. per car mile. In 1905 the correspond- ing figures were 75d. and •85d., registering a partial decline, for which, however, the large towns were chiefly to blame. But the accounts for the year 1906 showed the growing tendency by a marked change, the average figures being 786d. for the first group, and i-oid. for the second group. When the accounts for 1907 are available, it is probable that the average pro- vision for depreciation will be found to be even further increased. No corresponding advance can be detected from the tables given of actual expenditure on maintenance and repairs, which have in each of the three years closely approxi- mated to an aggregate of one penny per car mile for all the towns whose accounts are included. This is because the opening of new track has been fairly continuous during the period, and the increasing expenditure on the older tracks has in this way been disguised. • • « In addition to the depreciation of the plant and structure of a tramway, which is all that is contemplated in the provisions among corporate undertakings thus examined, the companies must allow depreciation of another kind. There are few companies owning tramways that have not to expect the determination of their owner- ship at some date more or less definite and not very remote. This involves the amortisation of all expenditure which from its nature is not likely to be recoverable at that juncture. All cost of forming the company and obtaining the concession, including street improvements under- taken with the latter object, are comprised under this head, and investors should take note while there is yet time, of the manner in which these contingencies are being provided for. Tramway Useful information will be found signalling. [^i the present issue in regard to various systems of signalling used on tramways. This is a subject likely to be of more wide- spread importance in the future than it has been in the past. The large urban systems of tram- ways upon which attention has hitherto been so largely concentrated, consist for the most part of double track, and any system of signalling is accordingly unnecessary. But the future extensions of suburban and interurban light railways and tramways will probably consist very largely of single track with passing places, and it is on such lines that systems of signalling will be largely required. By an efficient system of the sort it is possible on routes of small traffic to have the passing places comparatively far apart, and annoyance and delay from cars meet- ing on single track are prevented. Even where the passing places are nearer one another, and the traffic heavier, a signalling system enables the cars to be worked more rapidly and economically, while more of them can be run without confusion. Digitized by Google January 2, 1908.] THE TRAMWAY AND RAILWAY WORLD. 13 CORRESPONDENCE. The Sandberg Rail. To THE Editor of The Tramway and Railway World. Sir — The article on the Sandberg rail in your issue of December 5 has much interested me, in connection with Mr. Sandberg's valuable hints given to the Institution Conference on June ig last. I have been for several years increasing the silicon in my tramrail specifications, but have had considerable difficulty to contend with in the inert conservatism of consumers, manufacturers, and engineers ; and I greatly rejoice to see such a distinguished authority as Mr. Sandberg taking the matter in hand. Some little time ago, however, I was fortunate enough to possess the confidence of some enterprising clients, and I made them a specification which I reckoned, as it turned out rightly, would produce a better tramrail than was then known in this country, and which, before the completion of the order, I improved upon. I give below some extracts from my test sheets for this work, which in every way support' Mr. Sandberg's results : 1 1 Drop Tests. ! Weight, 3 ft. 6 in. 1 Bearings. I oft. tons. Tensile Tests. Impression lb. per yard. 1 Deflection I St blow, 1 Deflection 2nd blow, Breaking i Tension, ' Elonga- tion 30 Tons Load. Depth in »"/m. 1 1 1 inches. inches. tons per 1 sq. in. 1 on Sin. Lot I— Sample' 85 ' ^K — ; 48-0 1 M-5 2 -08 „ Average — : 47'0 1 14-8 212 Lot 2— Sample ' 93 i '1 1 — ; 50-7 ' 157 2-24 „ Average; ■ 494 1 14-5 2-40 Lot 3— Sample 1 93 i^ — : 51-4 1 14c 2-i8 „ Average ' li — ; 5o*o 14-6 2-15 Lot 4— Sample j 93 540 1 130 1-84 „ Average y 50- 1 lyi 206 Lot 5— Sample i 93 \ "^ : 51-6 1 151 2-30 ,, „ ' — 51-6 13-8 2-o8 „ Average 1 ro4 1 _ 507 1 U-3 224 Lot 6— Sample i 91 12 51-6 14-0 204 „ Average 1 ^* -- 501 H'3 216 ^ _ ^ _ . _ For comparison with Mr. Sandberg's results quoted by you, it is necessary to make certain observations. Drop Test. — Mr. Sandberg does not give the length of his test piece ; mine was 5 ft., on 3 ft. 6 in. centres, as his ; my blow was only 10 foot-tons instead of 18 ; but on the other hand Mr. Sandberg's rail weighed III lbs. per yard; and though he does not give the moment of inertia of his section, its ratio to mine, to judge by modern tendencies in design, would be considerably greater than the ratio of the weights, so that I do not think my deflection would compare unfavourably with his. My second blow was delivered on the reversed rail, and the negative deflection denoted the final deflection in the sense contrary to that given by the first blow. Elongations. — Mine were taken on Sin. lengths, and if reduced on 2 or 4 in. lengths would give results exceeding those you quote. Tensile Tests. — I have given the best samples from each lot to show what the nature of the material was capable of; and also the average results for each lot, showing what is to be expected from manufacturing art. If Mr. Sandberg*s result is an average, it beats mine in this respect ; but, if it is a picked sample, it is not quite equal to mine. I should add that all these tensile pieces showed a distinctly fibrous texture at fracture. Impression Test. — My ball was of the same size as Mr. Sandberg's, but my weight was reduced to 30 tons, for reasons which are irrelevant here. If the impression depth you give is reduced proportionally (taking cup surface distribution as recommended by Brinell) your impression depth would be 2*37 mm., which shows a little softer than mine. I thought at the time that the fourth and fifth lots were the best I could produce ; but subsequent obser- vations have convinced me that I can better these, and I have prepared another specification, by which I expect to bring my mean results up to the best of those samples. I believe, however, that these rails have never shown corrugations. I am just now making some experiments to see if I can get a better specification on these lines for bridge steel. But, of course, the problem is altogether a different one from tramrails. I have, however, attained some encouraging results, and hope to assure them by further experiments. I am, Sir, Your obedient servant, 53. Victoria Street, S.W. JoHN H. BlAKESLEV. Dear Sir, — I have read with interest your editorial comment in the December issue re rail corrugations with Sandberg rails, and note that Sandberg rails on the District Railway have corrugated in three months' time, the process not being quite so rapid as with ordinary rails as expected. This is a considerable set- back to those who favoured the theory that harder rails would prevent corrugations. Taking the extra wear at 30 per cent., less 10 per cent, extra cost of manufacture, less the extra wear on tyres not yet reckoned with, there seems very little in favour of harder rails, especially when you consider the statement that neither Sandberg rails nor any other expedient has been found capable of preventing corru- gations on the District Railway. This brings us back to my last letter in your November issue, ** Why not deal with the cause instead of the result of a cause ; surely prevention is better than cure." Your paragraph re the rolling stock of the tube railways being identical should read, identical to the eye, but somewhat different, as proved by Parliament and Board of Trade inquiries re broken axles and defective trucks on the District Railway. Hence corrugations on the District Railway and not on the other three tube railways mentioned, which have only been running a comparatively short time. Given time, the other three mentioned will have corrugations if special care is not bestowed upon the rolling stock, with- out reference to any particular method of track laying. Yours truly, Liverpool Overhead Railway, J. A. PantoN. December 24, 1907. First Motor Cab Results. — The report of the General Motor Cab Company submitted to the first annual meeting on December 16, shows that in May last the total paid-up capital was ;f 372, 5 18. The authorised capital is £500,000. There had been a loss up to May of ;f9,682, but the profits since then have more than made good the debit balance, which arose when the operations were of a preliminary character. The average number of the company's cabs in service during the six months ended November 13 was 306. Mr. D. Dalziel. who presided at the meeting and moved the adoption of the report, said that since the closing of the accounts on May 13 last the board instructed the auditors of the company to prepare a balance- sheet for the six months ending November 13. The result was highly satisfactory. The average takings per cab per day during the whole of that period was £2 3s. 6d. thus exceeding the estimate set out in the original prospectus by 8s. 6d. per day. Five hundred cabs had been actually delivered, and the company were now beginning to receive deliveries of the second order of 500 Renault cabs. According to the duly audited balance-sheet the six months ended November 13 showed a net profit, with an average of only 306 cabs at work per day, of ;f4i,887 9s. lod. The directors had decided to declare an interim dividend at the rate of 7 per cent, per annum on the preferred ordinary shares for the six months ending November 13. After writing off the debit amount of last year amounting to ^^9,682 and the amount necessary for the payment of the interim dividend, there remained about ;f2o,ooo. Digitized by Google 14 THE TRAMWAY AND RAILWAY WORLD. [January 2, 1908. ELECTRICAL TRACTION: An Essay and Review. By W. M. M. The relation between technical journalism and per- manent technical literature is somewhat analogous to that between newspapers and history. The modern historian must needs make large use of the newspaper files, but unless he have a faculty for judicious selection, and the ability to make the material his own, and to fuse it into a connected narrative, his history will be little better than a newspaper scrap book; and just as there are many things in our newspapers, the omission of which we should resent, but which it would be absurd to reproduce in a history, so our technical newspapers must contain a mass of detail of only ephemeral interest, which is quite out of place in a text book, or even in a book of reference. When, for instance, the Great Northern and City Railway was first opened, it was probable that a good many engineers would be interested in the pattern of the collector shoes supplied to it by the B.T.-H., and the technical journals of the time were justified in giving illustrated descriptions of it ; but now most people either know of it or don't want to know, and the few who belong to neither class can get the knowledge in more complete form from the makers themselves, the pages given to it with large-sized illustrations, in Messrs. Wilson and Lydall's two volume treatise on ** Electrical Traction,''* may be taken as a sample of the things which might be omitted or condensed with advantage. But it is only a sample. The two volumes are crowded with minute detail in every part. No possible diligence could have made anyone personally acquainted with all this detail as a matter of his own observation ; its presence, whether desirable or no, marks the book as, very largely, a compilation, nor is it difficult, in most cases, for those familiar with the subject to trace the origin of the inspiration. This is not necessarily to condemn the book. It removes it at once from the class of books to be read, but it may still find a high place amongst books of reference. The value of such works depends greatly on their indices, and, so far as I have been able to dis- cover, these volumes are very perfectly indexed. They deal respectively with direct-current and alternating- current traction, and, therefore, it has proved convenient to have a separate index for each volume. Nearly all technical books may be classified as either text books or books of reference, and there is a hint in the preface to this work that it is intended as a text book for advanced students. It is well to say " advanced." The tyro who should try to learn all about electrical traction from this book would need a vivid imagination to carry him from diagrams and illustrations to the practical realities they represent, and would be nearly driven mad by multiplicity of detailand deadly uniformity of style. The very iteration of the word "type" would haunt him, as ** boots, boots, boots, boots, moving up and down again " got on the nerves of Kipling's South African recruit ; but the advanced student would be sufficiently advanced to have discovered for himself that engineering is to be learned in the shops, not from books; and, like other readers, will use the book for reference as he requires it. Indeed, the description, ** advanced student," should cover all readers, for the engineer who ceases to study soon drops out of the race. A text book should deal mainly with principles, and should touch lightly on details, using them chiefly for purposes of illustration ; should be orderly in arrange- ment, and should aim, as far as is possible, at securing * " Electrical Traction," by Ernest Wilson and Francis Lydall, in two volumes. Edward Arnold, London, 1907. iss. net each volume. the interest and attention of the reader. Messrs. Wilson aud Lydall just touch on the distinguishing features of the traction motor, and immediately plunge without further preface into calculation of performance curves, contriving to give the reader the impression, after making him wade through a barely intelligible r^sum^ of Goldschmidt's method of obtaining the heat- ing curve, that the labour has been spent almost in vain. There does not seem in this chapter to be any attempt at arrangement. The performance tests are followed by an official specification of the motor, in which the dimensions take the leading place, and the chapter winds up with a few casual remarks on lubrica- tion. That matters little in an encyclopedia on traction, which one consults through the index for the section one wants, but it is clearly a disadvantage in a text book, even for advanced students. The first of the distinguishing features of the traction motor is stated to be ** the motor is series wound." My first impression on reading this was, ** Why, here are two men writing on electrical traction who have never heard of regenerative control." But I was quite wrong; the index directed me to some very good and detailed descriptions of both the Raworth and the Johnson- Lundell systems (the wording of which seemed strangely familiar), followed by a paragraph or two of guarded but not unfavourable criticism. It may be said that the authors in their preface expressly disclaim any direct advocacy of one system rather than another, questioning, indeed, the competence of any but a very few engineers to decide on such matters, and therefore their occasional departure from that self-denying rule is the more significant. It is almost a pity that they should have put such a restraint on themselves. Criti- cism is the salt of technical literature, but the greater the need, the greater the merit in abstaining from it. The first edition of this book was published ten years ago, in one volume, and the advance in electric traction has been so great that the authors have found it neces- sary practically to re- write the whole. Still, some trace of the original may be discovered. On the very first page the reader is informed that **many traction systems are in operation," a sentence that seems almost gro- tesque in the present year. The first volume is divided fairly equally between tramways and railways, and is a very complete compilation, including even the Board of Trade regulations by way of appendix. The second volume is practically a separate book, having even the preface repeated. In its general outlines, in a complete devotion to facts that would delight the heart of Mr. Gradgrind, this volume is much on the same lines as the other. But there are other respects in which it differs. First, it deals wholly with railways, no one having yet attempted to run tramways on the alternate- current system. Secondly, its examples are drawn mainly from Continental experience, there being little to draw upon in America, and hardly any in this coun- try, where polyphase railway work has never been allowed a chance, and single-phase has hardly passed the experimental stage. Thirdly, since the theory of alternating-current motors, whether polyphase or single phase with commutators, is more complex than that of the direct-current motor, the authors have conceded more to the student, and added two or three chapters of somewhat elementary theory to their storehouse of fact. In this volume, too, they are more free with their comment, weighing the respective advantages and disadvantages of polyphase, single-phase, and direct- current traction, with an evident leaning towards single- phase. To the polyphase system they may be suspected of doing less than justice, especially in their assumption of equality of weight in its equipment with that of direct current. Both volumes contain chapters on costs, and on financial considerations in respect of the change to Digitized by Google January 2, 1908.] THE TRAMWAY AND RAILWAY WORLD. 15 electric working ; matters usually outside the profes- sorial range. The second volume is also more orderly in its arrangement, and comes nearer to being a book which it is possible to read than does the first. There is a dreadful suggestion in the preface that the book is far from being complete ; -that specialists in each department of electrical traction will find imper- fections there, to be compensated for by what they can gather in other departments less familiar to them. I trust this, like their reluctance to criticise, is only another proof of the authors' modesty. In a sense, of course, it must be true. In a book mainly descriptive, it would always be possible to find something else to describe — there is no mention of the conformity line, nor of Warner trucks nor tracks. But completeness in this sense is neither possible nor desirable. It would mean twenty volumes instead of two, and before they could be issued they would be out of date. The authors have given us of their best, the publishers have pro- duced it in the best of type, with clear illustrations, and appropriately heavy paper and bindin^j^; and the Olivers who ask for more must indeed bo insatiable. Traction men have never had anything: quite like it before, and it were unreasonable to grumble at it because it is not something else, probably not nearly so useful. NON-FOULING FLEXIBLE TROLLEY HEADS. Taking first the swivelling type (Fig. i), it will be noticed that the socket which carries the fork spindle is not cast on to the pole piece, but it is on a separate bracket, which is mounted on a pin in the outer bracket, passing through a slot in the upper end of We have had brou^rht under our notice two really ingenious and successful trolley heads, which should give relief to the much-worried tramway engineer and his assistants, inasmuch as the troubles arising from the frequent jumping and entanglement of present swivelling heads, also the enormous wear and tear of the overhead work and wheels by the fixed head, are claimed to be things of the past wherever the Holmes and Allen trolleys are in use. The Wellington, New Zealand, Corporation Tramways, have purchased the license to manufacture and use these heads on their Fig. 1.— Non-Fouling SwiveUing TroUey Head. system, and the saving effected on fifty cars is calculated at about jf 1,000 per year. Nearly all the Australian systems also have Hoimes and Allen trolleys ruaning. Mr. Garnet B. Holmes, one of the inventors and the senior partner of the firm, arrived last month in London, from Wellington, to carry on arrangements for the sale of their patent rights in the twenty-three different countries throughout which it is patented. While in America, he conducted numerous trials and was present at the Atlantic City Street Railway Convention where he had the opportunity of meeting every prominent tramway engineer in the United States, with the result that his invention became widely known and highly commended. So much has this been the case that, we are informed, enquiries are flowing in from every quarter asking for supplies. Fig. 2.— Non-Fouling Head Dropped. this inner bracket, and a pin in the lower end engages the lower slot, enabhng it to move up and down within certain limits. The pressure of the pole against the wire keeps the pin in the lower slot, while the spring in the head which tends to raise the pin in the slot, acts as a cushion and makes the upward movement of the wheel very lively, returning it instantaneously to the wire while passing irregularities, thereby preventing it from *' jumping.'' Should it do so by any accident, however, then the spring within the head withdraws the lower pin, and the bracket carrying the foulable part instantane- ously fallsintoanout-of-action position (Fig. 2.) The head then harmlessly passes under any kind of overhead work. Both the severe private and official trials and the actual everyday performance are cited as proofs of the efficacy of the device. Next taking the flexible under-running head (Fig. 3), engineers who are in favour of centre-running heads said that they liked the cushioning and swivelling action of the swivel head. Thisaction has been applied to the ordinary harp and wheel by simply mounting the spindle on two blocks (in slots inclined downwards a few degrees) with buffer springs behind which normally tend to retain the blocks at the top of the slots, but which are compressed by the pole tension. When these springs are compressed the pressure is distributed equally on both, but should the wire be irregular, and tend to bmd on either side of the wheel, the spring on the off side pushes the spindle forward and maintains the wheel in a straight line with the wire; in other words the wheel is said to be floating, or to have the same action as the radial truck. This allows of a reduction in the trolley pole tension, and with the swivelling action a saving put at ^20 per car per year is easily effected, as the wear and tear of trolley wire, corrugation at ears, and frequent jumping of the trolley, are reduced to a minimum. Fig. 3.--Flexible Under- Running Trolley Head. Digitized by Google i6 THE TRAMWAY AND RAILWAY WORLD. [January 2, igo8. DYNAMOMETER GAR ON THE NORTH EASTERN RAILWAY. We are indebted to Mr. Wilson Worsdell, chief mechanical engineer of the North Eastern Railway, for the following description and illustrations of a dyna- mometer car which he has designed for testing loco- motives and rolling stock, with a view to obtaining data which would enable the company to meet the growing demands for greater speed and haulage, and generally to make for increased efficiency. The body is built on a steel underfranie, shaped to take a special spring which extends right across the middle of the carriage. This spring consists of thirty selected steel plates, each separated by rollers, so that there is a minimum of friction. The end of the spring adjacent to the drawbar is provided with rollers at each end of the span abutting against The paper is caused to travel over a table by drums driven by a measuring-wheel, which rolls on the rail, and which can be raised or lowered from within the car at will. This measuring-wheel is fitted with a very hard steel tyre to minimise wear, and accurately ground so that it makes a predetermined number of revolutions per mile. The paper can be made to run at varying speeds by changing the driving gear between the measuring- wheel and the drums. The speed of the train at any instant is shown in front of the operator by a pointer on a dial. The permanent speed record is given by a pen in electrical communication with a clock, which thus makes a mark on the travelling roll of paper at two- second intervals. The speed can be read off from this by the aid of a special scale. There are eight of these electro-magnetic pens, which may be coupled up as required through a terminal board, and thus may be view of Instrument Table In Dynamometer Car. fixed faces, and from these the pull is transmitted to the train. As the function of this spring is to give an accurate measurement of the pull exerted on the drawbar, it was essential that the plates composing it should be of the highest quality, and that when buckled together they should be very carefully cali- brated. Each plate was tested separately by being placed over supports and loaded until the specified deflection was reached, after which it was allowed to return to a horizontal position by unloading, or, failing in this, was rejected. A uniform rate of deflection was also required. After being put together the spring was carefully calibrated. A bracket which is fixed to the buckle projects inside the car, and as the spring is deflected the bracket moves a stylographic pen over a roll of paper, thus drawing a curve of drawbar pull. put in communication with any instrument. By the aid of connections at each end of the car external communication can also be made. The interior view, looking upon the instrument table, shows the electro-magnetic pens, and underneath the table may be seen the bracket extending from the spring buckle to the spindle on which the drawbar pen is fixed. On the front of the case on the far side of the instru- ment table are four dials which show the distance travelled, and above them, looking from left to right, can be seen the clock, boiler pressure recorder, and a meter for registering the work done. The apparatus at the right side of the instrument table measures the work done, and is on the same principle as a planimeter. The horizontal circular plate moves a proportional distance to that of the Digitized by Google January 2, 1908.] THE TRAMWAY AND RAILWAY WORLD. 17 train, whilst a frame supporting a small wheel on edge moves across it from the centre, a distance proportional to the pull on the drawbar. Its revolutions are there- fore a measure of the work done, and as it is in electrical communication with the previously mentioned meter, the work is recorded. The indicator mounted on the near edge of the table is for recording the pressure in the steam chest. Owing to the fluctuating pressure in a locomotive steam chest Exterior View of Dynamometer Car. it was thought that the inertia of the long column of water in the connecting pipe would make the results worthless. Two indicators were therefore bracketed together with the pencils close to each other, and in the same horizontal line, so that they both marked on one common drum. One indicator was coupled direct to Interior View from Front End. m the steam chest through a connection under 3 in length, whilst between the other indicator and steam chest, 60 ft. of bare copper pipe and an oil cylinder were interposed. It was found that the one in connec- tion with the long pipe drew a line which was a mean of the pressure shown by the other, and this being suitable the apparatus was then installed as shown in the photograph. The instrument behind the clock is for obtaining the velocity of the wind, which blows down a tube kept facing its direction, and causes the rise and fall of a pen on the paper drum. The view in the smaller photo, shows this more distinctly, whilst up in the roof a dial can be seen on which the direction of the wind is indicated. Two dials on which the drawbar pull and speed are shown are provided for the convenience of those persons who may be in the front end. Other auxiliary apparatus, such as pyrometers, draught gauges, etc., are inchided in the equipment, and indicators of a special type, with external springs and pencils controlled by electro-magnets, are employed on the front. The external view shows the measuring-wheel pre- viously mentioned. The wind vane, flexible pipes for boiler and steam chest pressures, and the plugs for external electrical connections may be seen at the front end. The spring can be seen, as the side protec- tion plates have been taken oflf for the purpose of this photograph. For brake tests a frame supporting three indicators can be fixed on the existing instrument table, and the pressures in the brake cylinder, auxiliary reservoir, and train pipe may thus be recorded. During locomotive experiments there will be recorded on the travelling roll of paper, the drawbar pull, workgiven out, speed, revolutions of driving wheels, steam chest pressure, and position of reversing lever. The effect that alteration in design has on any of these observationscanreadilybeseen,and comparing the fuel and water consumption with the work given out, the total efficiency
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Renault Group | 1,317,591 followers on LinkedIn. Home of innovative talents across the world. Builders of a sustainable future, we are pioneering mobility since 1898. ⚡ | Home of innovative talents across the world. Builders of a sustainable future, we are pioneering mobility since 1898.
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Who are the innovators behind our groundbreaking technologies? Find out in this series, featuring the women and men who make innovation happen at Renault Group. Today, the spotlight is on 'Confirmation Runs', a new type of test on all types of roads identifying the latest areas for improvement to ensure that the vehicles are at the top of their game when they are launched. Laurent MERLE Florence Neau Rodrigo Garcia David Garreau Sandra FOLMER Bruno Boutry Guillaume Simon
[PODCAST] Software Defined Vehicule: the future of car design. Expect big changes over the next two years, when cars will become “data centers on wheels.” Revolutionizing the relationship between automakers and customers, the software-defined vehicle is explained to you in this enlightening exchange with Henry Bzeih, VP Software & Systems, Ampere & Nakul Duggal, Group GM, Automotive, Industrial & Cloud, Qualcomm.
At Renault Group, we love innovation, and we do it well. Today, we take a look at the digital world behind #PlugInn by Renault, a community-based 100% electric vehicle charging application that connects electric vehicle drivers with owners of private charging stations, conceived by a duo of innovative minds: Naomi Nascimento & laurent aliphat.
2024 first half results: Renault Group breaks new records and continues to improve its performance with Group revenue of €27.0bn, +0.4% and +3.7% vs. 2023 H1 at constant exchange rates. Learn more: https://lnkd.in/ekaapTYJ
Así se vivió la llegada del Renault Kardian a Colombia, la SUV con las características de motor, tecnología y diseño que se reúnen para conquistar el corazón de los colombianos 🇨🇴 Con cita en la ciudad de Santa Marta, realizamos el evento de lanzamiento en compañía de nuestra red de concesionarios y amigos de la prensa quienes pudieron disfrutar en primicia de la potencia y tecnología de este nuevo modelo, que llegó para seguir haciendo posible el sueño de más colombianos de recorrer los caminos de nuestro hermoso país 💛💙❤️ #Renault #Kardian ya está aquí y tu también puedes conocerlo.
Thanks to a winning strategy in Europe (+6,7 %), Renault Group continues to record an increase in its overall sales in the first half of the year (+1,9 %) to reach 1,154,700 vehicles sold. To learn more: https://lnkd.in/exu9nuck
🏆 Renault Scenic E-Tech electric, honored with The Car of the Year 2024 award a few months ago continues to make us proud. This victory is a testament to the hard work, dedication, and passion of our incredible teams across Renault Group. Join us in celebrating this remarkable achievement with a special look at our trophy tour to share this proud moment with our people. Together, we drive innovation and excellence. Thank you for being part of this journey.
We are thrilled to announce that Renault Rafale was given pride of place at the 14 July military parade to transport French President. It is an immense honor and a continuation of a century-old tradition. This vehicle stands as a symbol of Renault craftsmanship and excellence. #Proud #BastilleDay #14Juillet #Fetenationale Présidence de la République Renault Luca de Meo
Peu d'entreprises symbolisent la France autant que Renault et nous sommes fiers de le prouver une fois de plus en ce #14Juillet ! Les Rafale n'auront pas seulement traversé le ciel aujourd'hui, ils nous ont fait vibrer en direct de Paris 😉 Ce moment unique nous rappelle à quel point l’automobile est avant tout une histoire d’émotion. Cette journée marque également le retour de Renault au sein du garage présidentiel et perpétue une tradition qui dure depuis plus d’un siècle. Depuis 1920, pas moins de 12 présidents de la République ont choisi nos véhicules pour les accompagner au quotidien. Aujourd’hui nous écrivons une nouvelle page de cette histoire avec Renault #Rafale, une voiture qui concentre toute l’excellence et le savoir-faire de la marque. Bravo et merci aux équipes qui ont contribué à rendre ce moment possible ! Renault est un morceau de la France et c’est dans ses racines que nous puisons sa force, son âme et son esprit innovant !
Here at Renault Group, we love innovation, and we do it well. Discover the men and women of the Group who make innovation happen. Today, the spotlights is on Customer Quality, an innovation proposed by Christine Genin, Guillaume Simon, Karen Graczyk, Pilar MARCO, Jean-Marie Bodson, Susana Andión Ogando and David Ferreira.
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[
"ecommerce websites in portugal",
"ecommerce stores in portugal",
"ecommerce stores list in portugal",
"ecommerce database in portugal",
"ecommerce leads in portugal",
""
] | null |
[] | null |
Download a list of all ecommerce websites in Portugal with email and phone number. Grow your business with full reports that include 30+ qualification metrics such as social media followers, product price, monthly sales revenue and much more.
|
en
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/favicon.ico
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Ecommerce Websites in Portugal (July 2024) - BrandNav
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https://brandnav.io
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1koalarest.comHome Furnishing & Decoration$ 1,786,512[email protected]
+351 21 848 0441 and 2 more +351 22 832 5308,
+351 308 808 909
Lisbon12,2272worten.pt$ 1,239,545[email protected]
+351 21 015 5222 and 1 more +351 808 100 102
1,243,9983designgaragen.ptHome Furnishing & Decoration$ 846,696[email protected]+45 71 99 22 468,7364continente.pt
Foods and 1 more Retail Stores
$ 753,776+351 21 824 72472,701,4785thefeetingroom.com
Clothing Broad and 1 more Home & Garden Accessories
$ 614,050
[email protected] and 1 more [email protected]
+351 22 011 0463 and 1 more +351 21 246 4700
60,6956mbcork.comFashion Accessories$ 582,528[email protected]+351 243 099 84936,2057emmaos.net$ 574,7948paris-sete.comHome Furnishing & Decoration$ 539,854[email protected]
+351 21 393 3170 and 1 more +351 938 702 771
Lisbon30,5779notino.ptSkincare & Cosmetics$ 476,335
[email protected] and 1 more [email protected]
+351 308 801 6721,389,27710lusa.pt$ 463,077[email protected]
+351 21 711 6500 and 2 more +351 21 711 6612,
+351 21 711 6632
Lisbon437,22211wook.ptBooks & Stationary$ 420,324[email protected]148,34512parfois.com
Fashion Accessories and 1 more Clothing Broad
$ 416,784+351 22 090 0800Porto2,749,77413kuantokusta.ptComputer Accessories Broad$ 362,761266,20414imovirtual.com$ 358,287Lisbon414,01215radiopopular.pt$ 343,102+351 22 040 3040803,08816decathlon.pt
Sporting Goods and 2 more Activewear,
Retail Stores
$ 338,907511,89617bertrand.ptBooks & Stationary$ 329,200+351 21 030 5590277,07818caretobeauty.comSkincare & Cosmetics$ 314,951[email protected]+351 22 240 0021Porto101,39219decenio.comClothing Broad$ 293,619[email protected]
+351 252 230 502 and 1 more +351 910 043 958
65,44620auchan.ptFoods$ 290,029
+351 21 315 0421 and 1 more +351 21 354 6131
4,306,41021castroelectronica.pt$ 287,164+351 707 451 01056,96722sweetcare.comSkincare & Cosmetics$ 273,487+351 22 540 032680,40723lookslikesummer.comClothing Broad$ 269,694[email protected]132,06124lookfantastic.ptSkincare & Cosmetics$ 260,704[email protected]
+351 21 000 6135 and 1 more +44 161 813 1481
728,49125staples.pt
Office Accessories and 1 more Computer Hardware
$ 249,089[email protected]+351 21 041 3720Lisbon305,49726edp.ptSkincare & Cosmetics$ 246,153
+351 800 506 506 and 1 more +351 21 353 5353
31,46627tiendanimal.ptPets & Farm Animals$ 245,700[email protected]
+351 300 500 486 and 1 more +351 800 500 146
27,73228homa.ptHome Furnishing & Decoration$ 244,049[email protected]
+351 22 976 1080 and 1 more +351 22 747 8032
985,34429wells.ptSkincare & Cosmetics$ 241,711+351 21 248 9901418,87030vertbaudet.pt$ 241,274[email protected]+351 800 600 7611,437,15231slbenfica.ptSporting Goods$ 240,643
+351 707 200 100 and 1 more +351 21 721 9500
Lisbon267,49532mingalondon.comClothing Broad$ 240,069874,69833worldfootwear.comFootwear$ 238,805[email protected]Porto6,45934conforama.ptHome Furnishing & Decoration$ 232,883+351 707 015 038460,91235zooplus.ptPets & Farm Animals$ 232,754[email protected]+351 308 803 138727,06336360imprimir.ptBooks & Stationary$ 229,432920,08037beliani.pt$ 228,746+351 21 145 0019177,22838expatsportugal.com$ 227,835[email protected]+351 926 865 11531,85339nutribio.pt
Supplements & Diets and 1 more Beauty & Health Broad
$ 226,082+351 253 087 021Braga30,53140canon.ptConsumer Electronics$ 226,060
+351 21 424 5190 and 2 more +351 21 470 4000,
+351 21 470 4002
407,02241kiabi.pt$ 225,8667,010,85442autodesk.pt
Science Research Equipments & Tools and 1 more Multi Purpose Softwares
$ 225,550
+351 308 803 777 and 2 more +39 02 30578966,
+44 808 164 9409
1,716,28543mediamarkt.ptHome Appliances$ 225,424
+351 21 004 2210 and 1 more +351 21 112 7100
446,61944jom.ptHome Furnishing & Decoration$ 223,706
+351 808 203 742 and 1 more +351 21 721 9000
111,19645toysrus.ptToys$ 222,973[email protected]+351 21 121 2528246,64646lionofporches.comHome & Garden Accessories$ 221,896
[email protected] and 1 more [email protected]
+351 252 219 921 and 1 more +351 910 046 621
145,84547santosshoes.comFootwear$ 220,858[email protected]+351 256 837 08062,98648portoeditora.pt$ 220,462
+351 22 605 6747 and 2 more +351 22 608 8314,
+351 22 608 8315
283,13549acp.pt$ 217,780
+351 21 942 9113 and 2 more +351 808 222 222,
+351 21 318 0169
94,54550timberland.ptFootwear$ 215,946[email protected]+351 800 781 3448,661,66251myprotein.ptSupplements & Diets$ 215,946[email protected]
+44 161 813 1487 and 1 more +44 845 094 9889
481,56552davidrosas.comFashion Accessories$ 215,400[email protected]
+351 289 399 410 and 4 more +351 914 867 535,
+351 22 766 2740,
+351 915 228 294,
+351 910 962 470
27,81153ratrig.com$ 214,786[email protected]Faro10,43654pimento.pt$ 214,163+351 911 505 59911,39455pluricosmetica.com
Hair Care and 1 more Skincare & Cosmetics
$ 213,678+351 22 375 3749Matosinhos445,34756servelec.ptComputer Accessories Broad$ 213,110[email protected]+351 21 045 535575,91757calvinklein.ptClothing Broad$ 212,970[email protected]+800 7463 649940,026,33358probikeshop.ptSporting Goods$ 212,970[email protected]+351 308 800 631296,55259gear4music.ptMusic$ 212,245[email protected]+351 707 506 771200,13860topatlantico.pt$ 211,872[email protected]+351 21 892 5471138,30261lanidor.comClothing Broad$ 210,970[email protected]
+351 234 630 998 and 2 more +351 932 030 147,
+351 808 203 420
Valongo do Vouga300,57862pluxbiosignals.comMedical Equipments & Accessories$ 210,567[email protected]+351 21 195 6542Lisbon1,10163winehouseportugal.comBeverages$ 210,486
[email protected] and 1 more [email protected]
+351 252 099 287Santo Tirso12,65664tek4life.ptConsumer Electronics$ 210,465
+351 22 550 8349 and 1 more +351 253 080 842
Braga42,25165douglas.ptSkincare & Cosmetics$ 209,995[email protected]
+351 21 811 2810 and 1 more +351 800 500 481
215,88166polisport.comAutomobiles & Parts$ 209,995[email protected]
+351 256 410 230 and 2 more +351 256 410 249,
+351 269 273 277
Oliveira de Azeméis188,53667garrafeiranacional.comBeverages$ 209,592
[email protected] and 1 more [email protected]
+351 21 887 9080 and 1 more +351 964 825 438
Lisbon130,80468rastilho.comFashion Accessories$ 208,215
[email protected] and 1 more [email protected]
+351 965 078 482 and 1 more +351 918 748 840
Leiria6,34469portugalvineyards.comBeverages$ 207,948
+351 22 502 9791 and 1 more +351 22 550 8349
31,32570aboutyou.ptClothing Broad$ 206,533[email protected]+351 800 780 0332,506,32071celeiro.ptFoods$ 205,460+351 21 030 6081143,84072regiaodeleiria.pt$ 204,082[email protected]+351 244 819 950Leiria107,19873chicco.pt
Nursery & Kids Room and 1 more Family Stores
$ 202,624[email protected]
+351 800 201 977 and 1 more +351 800 780 389
2,435,51274bstrong.pt
Footwear and 1 more Activewear
$ 201,616[email protected]
+351 22 944 3468 and 1 more +351 938 276 510
Seixal115,76575husse.ptPets & Farm Animals$ 201,513+351 21 197 093519,95776petness.ptPets & Farm Animals$ 200,388
+351 21 495 6191 and 1 more +351 300 600 210
21,07277aosom.pt$ 199,886
[email protected] and 1 more [email protected]
+34 931 29 45 1268,47878petcity.ptPets & Farm Animals$ 199,631
+351 249 091 041 and 1 more +351 917 049 278
Ourém14,81279trendhim.ptFashion Accessories$ 198,564
[email protected] and 1 more [email protected]
+351 308 803 986 and 1 more +45 89 87 85 60
392,64380almedina.netBooks & Stationary$ 198,147
[email protected] and 1 more [email protected]
+351 239 436 266 and 2 more +351 242 415 371,
+351 916 284 666
Coimbra36,79681centroxogo.pt$ 197,241[email protected]
+351 251 249 560 and 3 more +351 251 818 363,
+351 21 231 6268,
+351 243 371 053
34,74582kiwoko.ptPets & Farm Animals$ 197,195
+351 21 145 1278 and 1 more +351 916 012 764
310,43083boutiquedosrelogios.ptFashion Accessories$ 197,195
[email protected] and 1 more [email protected]
+351 21 831 1243 and 3 more +351 808 100 010,
+351 21 831 0135,
+351 21 836 7076
107,98184homycasa.ptHome Furnishing & Decoration$ 196,627
+351 21 099 9452 and 1 more +351 21 231 3826
233,49485livrarialello.ptBooks & Stationary$ 195,919
+351 22 200 2037 and 1 more +351 22 209 7091
Porto129,66586vitalydesign.euClothing Broad$ 195,047976,58487footlocker.pt
Footwear and 1 more Activewear
$ 194,596
[email protected] and 1 more [email protected]
+351 800 536 253 and 1 more +351 919 598 557
5,601,61488ginova.ptFootwear$ 194,596[email protected]
+351 244 723 314 and 2 more +351 910 186 521,
+351 249 822 920
272,76889digikey.ptConsumer Electronics$ 194,440
[email protected] and 1 more [email protected]
+351 22 060 8025295,80690aldoshoes.ptFootwear$ 194,092
+351 808 203 716 and 1 more +351 884 805 019
9,660,84991farmaciasportuguesas.ptBeauty & Health Broad$ 193,512+351 21 015 9159339,44792jakshoes.comFootwear$ 193,288[email protected]
+351 966 673 718 and 1 more +351 21 386 0399
Lisbon30,45293profonlinestore.comFootwear$ 193,274[email protected]+351 252 298 085Porto210,55494istore.ptComputer Accessories Broad$ 193,274
+351 707 502 026 and 10 more +351 707 502 029,
+351 707 504 787,
+351 707 506 246,
+351 707 506 247,
+351 707 506 250,
+351 707 506 252,
+351 707 506 253,
+351 707 506 254,
+351 707 506 255,
+351 707 506 258
92,72395kindahome.comHome Furnishing & Decoration$ 192,322+351 308 807 001Porto184,34096portugueseflannel.comClothing Broad$ 192,254
[email protected] and 1 more [email protected]
43,49397bazardesportivo.comSporting Goods$ 191,952[email protected]+351 926 341 533Santo Tirso23,23298musifex.ptMusic$ 190,629[email protected]
+351 21 983 9800 and 5 more +351 21 983 9803,
+351 21 983 9805,
+351 21 983 9806,
+351 21 880 7030,
+351 21 880 7038
160,65299perfumes.pt$ 190,290+351 22 092 6021110,932100caetanoretail.ptAutomobiles & Parts$ 188,700[email protected]+351 808 910 01092,320101newbalance.pt
Footwear and 1 more Activewear
$ 187,984[email protected]+351 800 180 21015,608,410102mellmak.comClothing Broad$ 187,984
[email protected] and 1 more [email protected]
+351 912 541 404Braga260,146103tescomaonline.comHome Furnishing & Decoration$ 187,755[email protected]
+351 800 777 546 and 1 more +39 030 7751394
99,260104perfumesecompanhia.ptSkincare & Cosmetics$ 187,712+351 800 100 015Lisbon410,660105theflorist.ptGifts Shops$ 187,518[email protected]
+351 22 115 3177 and 2 more +351 912 445 550,
+351 916 821 076
Porto59,396106nelo.euAutomobiles & Parts$ 187,245+351 252 618 96299,260107farmacia-servico.pt$ 186,662
+351 21 798 7100 and 2 more +351 22 766 2718,
+351 915 239 763
Vila Nova de Gaia24,924108tiffosi.comClothing Broad$ 186,488[email protected]Vila Nova de Gaia244,148109xtreme.pt$ 184,441+351 234 023 006132,574110boomfit.com$ 184,157+351 918 601 80644,534111cinco-store.comFashion Accessories$ 182,686+351 915 780 641177,340112sweetcare.ptSkincare & Cosmetics$ 181,419+351 22 540 032680,407113mikedavis.ptClothing Broad$ 181,419
+351 22 485 3630 and 1 more +351 932 365 093
42,414114costanova.pt$ 180,686[email protected]+351 910 000 00079,843115fuxia-store.comClothing Broad$ 180,152[email protected]+351 253 900 11879,800116boxpt.comFitness$ 180,152[email protected]
+351 252 643 179 and 1 more +351 911 048 012
Povoa de Varzim42,461117myguidealgarve.com$ 180,152[email protected]+351 963 453 79728,706118bodeboca.ptBeverages$ 180,152+34 911 98 12 3728,452119kontrolsat.comConsumer Electronics$ 180,152+351 22 093 3165Vila Nova de Gaia20,035120mistoreportugal.ptConsumer Electronics$ 179,796[email protected]Porto34,666121prio.pt$ 179,729+351 234 390 01064,724122caffelattehome.comHome Furnishing & Decoration$ 179,087+351 911 780 428Rio Tinto138,707123nortemoda.ptWomen's Apparel$ 178,884[email protected]
+351 253 886 000 and 1 more +351 931 419 581
186,276124beleza37.ptSkincare & Cosmetics$ 178,884[email protected]
+351 261 854 039 and 3 more +351 914 291 246,
+351 966 018 500,
+351 927 068 387
Mafra186,187125ruga.pt$ 178,884[email protected]
+351 253 559 270 and 1 more +351 253 559 279
115,466126myrenova.comSkincare & Cosmetics$ 178,884
+33 4 70 59 89 43 and 2 more +34 912 98 47 00,
+351 249 830 200
115,159127quebramar.com$ 178,884
+351 234 245 893 and 1 more +351 707 200 115
11,513128delnext.com$ 178,884[email protected]+351 21 145 190011,483129davidrosas.ptFashion Accessories$ 178,189[email protected]
+351 289 399 410 and 4 more +351 914 867 535,
+351 22 766 2740,
+351 915 228 294,
+351 910 962 470
27,811130soundparticles.com
Multi Purpose Softwares and 1 more Music
$ 177,621Leiria55,061131suitsinc.comClothing Broad$ 177,214[email protected]
+351 255 729 265 and 1 more +351 917 024 799
85,606132novoatalho.ptComputer Accessories Broad$ 176,695+351 22 370 0693Vila Nova de Gaia31,740133armazensreis.pt$ 176,057[email protected]34,573134yoursurprise.pt$ 176,057
+31 111 700 212 and 1 more +351 308 801 836
182,861135geostar.pt$ 175,956[email protected]+351 21 157 2034Lisbon128,307136youget.ptConsumer Electronics$ 175,956[email protected]+351 244 001 251Leiria124,243137lojaglamourosa.com$ 175,511[email protected]+351 22 323 4702Matosinhos45,179138forallphones.ptConsumer Electronics$ 175,238[email protected]
+351 21 145 1494 and 2 more +351 925 362 407,
+351 927 297 415
Lisbon135,443139europcar.pt$ 174,900+351 21 940 7790385,423140pixartprinting.com.pt$ 174,90057,236141feuvert.pt$ 174,743[email protected]+351 21 418 2380Lisbon61,099142lojashampoo.pt
Hair Care and 1 more Skincare & Cosmetics
$ 174,743+351 234 726 433175,845143kaspersky.pt$ 174,3873,795,450144dolce-gusto.ptFood & Beverages Broad$ 173,549[email protected]+351 800 200 1531,127,816145euronics.pt$ 173,531[email protected]
+351 22 605 7828 and 1 more +351 22 605 7829
Porto62,094146guitarsandwoods.comMusic$ 173,141
[email protected] and 1 more [email protected]
+351 255 871 1329,275147algarvefun.com$ 172,840[email protected]+351 289 823 135Pêra10,898148watersportsoutlet.ptSporting Goods$ 172,082[email protected]+44 1702 295678176,697149muziker.pt$ 171,107[email protected]+421 2/581 017 57185,616150jysk.ptHome Furnishing & Decoration$ 171,107[email protected]+351 21 020 029639,608151alojadodetalhe.ptAutomobiles & Parts$ 170,980
+351 22 111 8519 and 1 more +351 939 854 478
38,911152fabriprint.pt$ 170,736[email protected]
+351 21 441 5015 and 1 more +351 938 028 336
6,667153sapo.pt$ 170,614
[email protected] and 1 more [email protected]
+351 262 840 460 and 2 more +351 262 840 462,
+351 262 840 464
1,549,849154colchaoemma.ptHome Furnishing & Decoration$ 170,272+351 308 812 425130,893155bikezone.ptSporting Goods$ 170,272
[email protected] and 1 more [email protected]
+351 910 975 228Braga26,132156ulisboa.pt$ 169,956
+351 21 780 4700 and 1 more +351 21 794 0274
Lisbon2,745157up.pt$ 169,949[email protected]+351 22 040 82202,319158salsajeans.comPerforming Arts$ 169,898[email protected]
+971 4 341 0286 and 1 more +971 4 602 0200
936,313159essentialhome.euHome Furnishing & Decoration$ 169,897+351 913 298 837239,761160liturgia.pt$ 169,896[email protected]+351 249 533 327Fátima10,670161abae.ptScience Research Equipments & Tools$ 169,562[email protected]
+351 21 394 2740 and 1 more +351 21 394 2749
Lisbon53,969162borealiswatch.comFashion Accessories$ 169,243
[email protected] and 1 more [email protected]
35,056163luisa-paixao.comClothing Broad$ 169,243
[email protected] and 1 more [email protected]
+351 21 096 8936Lisbon14,279164unrealfields.comFootwear$ 169,243
[email protected] and 1 more [email protected]
+351 913 990 123Lisbon12,694165mbit.pt$ 169,115+351 707 506 24833,508166webtuga.pt$ 169,115
[email protected] and 1 more [email protected]
+351 253 094 857 and 2 more +351 304 500 106,
+351 707 450 120
7,287167covethouse.euHome Furnishing & Decoration$ 168,970
+351 911 780 428 and 1 more +351 914 925 846
Porto436,227168oboticario.ptSkincare & Cosmetics$ 168,776+351 937 670 00215,259,926169sixsenses.com$ 168,048
[email protected] and 1 more [email protected]
+351 254 660 600143,212170smartfire.pt$ 167,015
+351 234 029 878 and 2 more +351 916 318 876,
+351 916 751 378
Albergaria-a-Velha30,804171marquessoares.ptClothing Broad$ 166,801
+351 22 204 2200 and 4 more +351 22 204 2211,
+351 22 204 2277,
+351 22 204 2286,
+351 253 252 348
Porto81,106172cutipol.ptHome Furnishing & Decoration$ 166,801+351 253 470 24080,607173surfdome.pt
Sporting Goods and 1 more Clothing Broad
$ 166,572+44 20 3051 6599544,266174vitoriasc.pt$ 166,158[email protected]
+351 253 432 570 and 1 more +351 253 432 573
Guimaraes434,346175nae-vegan.com
Beauty & Health Broad and 1 more Footwear
$ 165,643
+351 21 493 2003 and 2 more +351 252 123 456,
+351 21 493 5990
Lisbon105,493176alrossio.ptConsumer Electronics$ 165,643+351 21 936 4183Lisbon8,644177moviflor.ptHome Furnishing & Decoration$ 165,470[email protected]142,119178puckator.ptGifts Shops$ 165,470+351 308 803 3417,174179skin.ptBeauty & Health Broad$ 165,003Porto109,356180hub-soccer.comSporting Goods$ 164,984+351 932 584 75011,380181seaside.ptClothing Broad$ 164,803515,379182espacial.pt$ 164,486
[email protected] and 1 more [email protected]
+351 21 949 1700 and 1 more +351 21 949 1709
514,172183science4you.ptToys$ 164,486[email protected]
+351 21 131 6796 and 2 more +351 21 131 6758,
+351 910 728 683
129,317184porcelanosa-usa.comHome & Garden Accessories$ 164,096Vila Real835,927185heeltread.comClothing Broad$ 163,839
[email protected] and 1 more [email protected]
+351 911 710 87743,669186torresnovas1845.es$ 163,839+351 912 977 95528,090187stock-off.com$ 163,826+351 707 502 609Santo Tirso381,755188goldpet.ptPets & Farm Animals$ 163,47730,429189dreampopworld.pt$ 163,329[email protected]+351 933 187 52952,921190feiradossofas.pt$ 163,266[email protected]+351 22 766 9046388,305191lindamendes.com$ 163,266+351 22 616 404736,761192danceplanet.pt
Music and 1 more Computer Accessories Broad
$ 163,266[email protected]+351 918 605 555Porto24,486193vitalebiju.com$ 163,130+351 21 916 021744,636194tudauto.pt$ 162,944
[email protected] and 1 more [email protected]
+351 266 701 266 and 1 more +351 927 500 079
Evora8,109195dott.pt$ 162,759[email protected]Porto69,041196adegga.comBeverages$ 162,695[email protected]+351 800 502 321Lisbon43,310197naturapura.com
Nursery & Kids Room and 1 more Family Stores
$ 162,695+351 253 191 52923,791198panike.pt$ 162,172
[email protected] and 1 more [email protected]
+351 800 204 02058,816199wordans.ptCasual Clothing$ 162,172+351 308 805 56722,044200lojaortopedica.ptMedical Equipments & Accessories$ 162,164
[email protected] and 1 more [email protected]
+351 244 233 085 and 1 more +351 244 852 257
Leiria8,244201onbit.ptComputer Accessories Broad$ 161,990[email protected]+351 22 944 7459Maia146,584202zilian.comFootwear$ 161,697[email protected]
+351 912 318 014 and 1 more +351 912 318 413
Lisbon167,388203cabeceiras.ptHome Furnishing & Decoration$ 161,550[email protected]
+351 255 094 929 and 4 more +351 915 899 985,
+351 22 099 7256,
+351 21 139 8523,
+351 21 139 8415
Lisbon219,497204tigex.com$ 161,550[email protected]+351 21 099 942468,120205popstore.pt$ 161,550[email protected]
+351 21 986 2595 and 1 more +351 913 520 841
Lisbon51,753206stonebystone.ptFashion Accessories$ 161,062+351 926 894 624157,685207incm.pt$ 160,406[email protected]+351 21 799 801012,414208asuafarmaciaonline.ptPharmacy & Drug Aggregators$ 159,960[email protected]199,780209tapadas.com$ 159,832[email protected]+351 21 916 4451101,007210bae-store.com$ 158,858[email protected]+351 961 259 42213,774211bimotordj.comMusic$ 158,243
+351 256 374 395 and 1 more +34 911 98 53 82
8,655212gamingreplay.comVideo Games & Accessories$ 157,756[email protected]+351 919 176 465Vila Nova de Gaia61,581213extremefootwear.pt
Footwear and 1 more Activewear
$ 157,756[email protected]+351 910 354 75247,165214europosters.ptHome Furnishing & Decoration$ 157,756
[email protected] and 1 more [email protected]
+420 777 334 45523,855215milinanda.pt$ 157,756+351 22 510 509212,228216revistajardins.pt$ 157,704+31 71 870 0260Lisbon156,515217therottenfruitbox.comFoods$ 157,704[email protected]69,610218vivapets.comPets & Farm Animals$ 157,494[email protected]+351 917 744 892Maia2,204219vans.ptFootwear$ 157,196[email protected]20,915,441220estoreslowcost.comHome Furnishing & Decoration$ 157,196[email protected]+351 22 097 449945,935221amway.pt$ 156,654[email protected]+351 21 470 440098,533222uriage.pt$ 156,654+351 21 355 359758,588223mezzocollection.comHome Furnishing & Decoration$ 156,654
+351 910 065 433 and 1 more +351 910 065 621
Porto9,510224beamian.com$ 156,654+351 21 001 00901,113225norsider.pt$ 156,654
+351 252 490 527 and 1 more +351 928 012 020
1,112226dailycristina.com$ 156,481
+351 22 766 3873 and 2 more +351 256 333 148,
+351 291 230 660
571,556227clausporto.comBeauty & Health Broad$ 156,286[email protected]Porto56,809228renault.pt$ 155,882
+351 808 202 001 and 2 more +351 967 130 608,
+351 800 240 707
18,808,872229lentesdecontacto365.pt
Eye Care and 1 more Eyewear
$ 155,552[email protected]+351 253 206 13275,059230expondo.pt$ 155,552+351 300 505 97047,596231globosapatarias.pt$ 155,552[email protected]
+351 935 164 262 and 2 more +351 21 483 0180,
+351 261 148 928
32,629232quintadelarosa.com$ 155,552+351 254 732 25415,770233copper-alembic.comBeverages$ 155,552
[email protected] and 1 more [email protected]
+351 251 823 37011,729234bzronline.comScience Research Equipments & Tools$ 155,184[email protected]+351 926 341 533261,501235switchtechnology.pt$ 155,10240,788236aleluia.pt
Toys and 1 more Home Furnishing & Decoration
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+351 913 838 024 and 1 more +351 934 443 279
27,736238jb.pt$ 154,817[email protected]+351 234 740 39044,007239parfumdreams.ptSkincare & Cosmetics$ 154,81723,591240ligaportugal.pt$ 154,454[email protected]+351 22 834 8740Porto1,153,010241pcp.pt$ 154,451+351 913 323 81610,265242mydeltaq.com$ 154,450[email protected]
+800 2050 2050 and 2 more +351 21 141 2000,
+351 21 916 9246
189,736243surftotal.com$ 154,450+351 961 428 49324,406244electrolux.ptHome Appliances$ 154,450[email protected]
+351 21 440 3939 and 1 more +351 21 585 9800
5,179,984245vistaalegre.comHome & Garden Accessories$ 154,055Ilhavo487,409246levi.ptCasual Clothing$ 153,882+351 808 247 24726,495,573247kaoaofficial.com$ 153,857
[email protected] and 1 more [email protected]
+351 913 594 595633,663248embelleze.euHair Care$ 153,857[email protected]+351 21 609 6050Vila Franca de Xira129,843249jangawetsuits.com
Sporting Goods and 1 more Clothing Broad
$ 153,857+351 233 098 489Buarcos47,022250isto.ptClothing Broad$ 153,857
[email protected] and 1 more [email protected]
Lisbon40,359251pandoraonline.ptFashion Accessories$ 153,534[email protected]15,748,550252azores.gov.pt$ 152,772
[email protected] and 1 more [email protected]
+351 296 305 0402,236253visitlisboa.com$ 152,768[email protected]
+351 21 031 2800 and 1 more +351 21 031 2861
Lisbon974,121254modalisboa.ptClothing Broad$ 152,767
[email protected] and 1 more [email protected]
+351 21 321 3000 and 1 more +351 22 099 3623
190,298255feiradostapetes.pt$ 152,737[email protected]
+351 913 908 944 and 1 more +351 22 325 5521
70,510256iservices.ptConsumer Electronics$ 151,962[email protected]221,673257mipmed.com$ 151,663[email protected]+351 253 257 148Braga20,516258ferramentas.pt$ 151,021+351 21 226 700027,387259planetabasketstore.comSporting Goods$ 150,915[email protected]
+351 21 824 3796 and 1 more +351 916 422 507
24,568260bosch-home.ptHome Appliances$ 150,906
+351 21 425 0770 and 1 more +351 21 425 0730
3,764,171261autosport.ptSporting Goods$ 150,557+351 910 512 800230,865262lycamobile.pt$ 149,868
[email protected] and 1 more [email protected]
+351 265 001 632310,363263dieteticacentral.pt$ 149,868+351 21 121 625947,477264cerave.ptSkincare & Cosmetics$ 149,868+351 22 588 495112,901265mixtronica.comElectrical Accessories$ 149,868
+351 239 496 766 and 2 more +351 263 675 001,
+351 239 496 764
Coimbra8,521266allbike.com.pt$ 149,868[email protected]+351 916 023 217Maia8,512267ptservidor.pt$ 149,868+351 21 409 9802Odivelas11,224268electrotodo.ptHome Appliances$ 149,868
+34 925 25 88 72 and 2 more +351 925 258 872,
+351 925 824 834
8,795269iol.pt$ 149,003
+351 21 044 1123 and 1 more +351 912 267 898
75,463270sephora.ptSkincare & Cosmetics$ 148,92321,777,385271marketmoveis.pt$ 148,923[email protected]+351 968 880 71470,996272artilharia6.com$ 148,821+351 910 260 175Almada9,381273estudiopt.pt$ 148,821[email protected]
+351 234 348 306 and 1 more +351 915 519 343
6,743274the-fairytale.com$ 148,821
+351 910 065 433 and 1 more +351 910 065 621
Porto15,349275lojahusqvarna.comGardens & Yards$ 148,235+351 800 834 1371,280,773276kicks.pt
Activewear and 1 more Footwear
$ 148,235[email protected]
+351 22 901 6000 and 1 more +351 963 724 088
162,042277goodvinil.ptHome Furnishing & Decoration$ 147,931[email protected]+351 253 844 0797,381278koro-shop.pt$ 147,774
[email protected] and 1 more [email protected]
+49 30 921079070307,704279lojadacrianca.net$ 147,774+351 21 950 3512142,793280infocomputerportugal.comComputer Hardware$ 147,774
[email protected] and 1 more [email protected]
+34 910 77 13 53 and 1 more +351 910 306 395
125,204281bybebe.ptChildren's Apparel$ 147,774[email protected]
+351 239 724 592 and 2 more +351 912 716 161,
+351 239 161 795
120,641282autopartslogistic.comAutomobiles & Parts$ 147,774[email protected]
+351 21 591 8200 and 1 more +351 808 915 236
65,422283glood.ptFoods$ 147,774[email protected]+351 21 453 759663,446284wecanimal.ptPets & Farm Animals$ 147,774
[email protected] and 1 more [email protected]
+351 21 115 6012 and 1 more +351 300 509 032
50,788285impetusunderwear.com$ 147,774
+351 925 228 605 and 2 more +351 253 859 210,
+351 253 859 220
47,493286lpoint.pt$ 147,774
[email protected] and 1 more [email protected]
+351 968 857 889 and 2 more +351 21 880 7030,
+351 21 880 7038
35,128287polensurfboards.comSporting Goods$ 147,774[email protected]
+351 21 195 4935 and 1 more +351 915 698 346
25,260288mytrendyphone.ptConsumer Electronics$ 147,774[email protected]Lisbon21,987289macovex.ptHome & Garden Accessories$ 147,774[email protected]
+351 232 470 250 and 1 more +351 232 470 255
18,548290experteletro.pt$ 147,774
+351 21 272 2846 and 4 more +351 263 519 120,
+351 295 098 209,
+351 295 707 000,
+351 296 718 823
13,223291madeira.best$ 147,482[email protected]
+351 291 648 620 and 1 more +351 935 363 132
Funchal109,568292kiosquedaaviacao.pt$ 147,200[email protected]
+351 961 794 909 and 1 more +351 969 950 405
94,958293smarttalk.ptConsumer Electronics$ 147,200[email protected]
+351 934 457 000 and 1 more +351 22 016 2401
76,725294ajpmotos.comAutomobiles & Parts$ 147,200[email protected]31,528295ricardo-car-artwork.com$ 147,200[email protected]+351 21 887 239822,824296sanper.ptHome Furnishing & Decoration$ 147,076[email protected]
+351 21 212 4209 and 1 more +351 21 212 4210
Seixal40,531297wilder.pt$ 147,076Lisbon29,214298vibrolandia.comAdult$ 147,024[email protected]
+351 21 926 5924 and 1 more +351 916 865 628
11,270299arealeditores.pt$ 147,018+351 22 605 674940,454300maisoptica.pt$ 146,939+351 800 114 29728,726301aqualovers.pt$ 146,939
+351 21 135 4992 and 1 more +351 919 130 553
6,973302teleculinaria.pt$ 146,729+351 21 003 3800422,807303minipreco.pt$ 146,729
+351 21 440 2975 and 1 more +351 808 200 795
291,994304parquesdesintra.pt$ 146,729+351 21 923 7300133,466305aafdl.pt$ 146,727
+351 21 099 8711 and 3 more +351 21 193 5538,
+351 21 795 9379,
+351 21 793 9409
7,001306aeg.com.pt$ 146,727
+351 21 440 3900 and 2 more +351 21 440 3939,
+351 21 585 9800
5,778307serralves.pt$ 146,727[email protected]
+351 22 615 6500 and 1 more +351 22 615 6569
Porto408,019308wavesensations.comSporting Goods$ 146,727
+351 282 625 154 and 1 more +351 282 625 314
Sagres2,981309elsabarreto.ptClothing Broad$ 146,319[email protected]
+351 253 469 040 and 1 more +351 913 833 722
Braga39,488310mestrebras.pt$ 146,269+351 244 872 153480311escapeshoes.com$ 146,164[email protected]+351 21 241 7647109,733312pedrasriscas.ptFashion Accessories$ 146,164[email protected]
+351 22 097 3294 and 2 more +351 967 948 767,
+351 22 550 8349
15,368313ondisc.ptComputer Accessories Broad$ 145,947+351 22 510 8025Rio Tinto8,474314hunterboards.comSporting Goods$ 145,819
[email protected] and 1 more [email protected]
Alenquer15,566315sabaoserradas.comBeauty & Health Broad$ 145,602[email protected]+351 914 102 06013,601316farmaciadarrabida.ptPharmacy & Drug Aggregators$ 144,955[email protected]+351 22 378 222019,080317icetuning-shop.comAutomobiles & Parts$ 144,955
[email protected] and 1 more [email protected]
+351 21 259 1946 and 4 more +351 910 155 719,
+351 920 152 019,
+351 936 677 103,
+351 965 677 927
Almada9,457318freakloset.com
Footwear and 1 more Clothing Broad
$ 144,862+351 21 802 844728,684319zoomalia.ptPets & Farm Animals$ 143,96498,679320zefiro.pt$ 142,972+351 914 848 90014,927321acientistaagricola.pt$ 142,318+351 808 242 424198,513322planetahuerto.pt$ 141,980138,952323bluebird.ptFashion Accessories$ 141,980
+351 22 011 9715 and 1 more +351 931 112 829
70,934324cashconverters.pt$ 141,980[email protected]63,359325moveis1.pt$ 141,980+351 21 145 232313,019326maloka.ptClothing Broad$ 141,980
+351 253 843 972 and 2 more +351 253 849 193,
+351 939 944 722
9,312327naturabela.com$ 141,980[email protected]+351 910 961 6828,574328kbportugal.pt$ 141,980[email protected]+351 21 795 04768,156329chiptec.netComputer Accessories Broad$ 141,893Montijo106,531330almadoslivros.pt$ 141,414
[email protected] and 1 more [email protected]
+351 968 935 165Loures131,333331backdoor.com.ptActivewear$ 141,414[email protected]+351 916 081 269Espinho26,284332laskasas.comHome Furnishing & Decoration$ 140,988Rebordosa332,293333pegadaverde.ptScience Research Equipments & Tools$ 140,988+351 969 514 060275,502334elecozinhaelalava.pt$ 140,988[email protected]35,506335karcher-neoparts.pt$ 140,988
+351 21 855 8320 and 8 more +351 22 942 9716,
+351 249 769 409,
+351 291 910 039,
+351 21 855 8300,
+351 22 943 6370,
+351 249 769 400,
+351 289 561 580,
+351 291 910 030
29,987336ovarmat.pt$ 140,988
+351 234 850 020 and 1 more +351 913 135 216
11,368337casalotus.ptReligion Accessories$ 140,988+351 21 244 2877Lisbon6,058338ericeirasurfskate.pt$ 140,649180,215339fashionclinic.comClothing Broad$ 140,433[email protected]+351 966 692 06683,570340tripartestore.com$ 140,433[email protected]
+351 21 886 2994 and 1 more +351 963 241 857
Lisbon22,196341nordicoil.pt$ 139,996
+351 800 181 571 and 1 more +49 176 43797090
40,999342pereirinha.comFashion Accessories$ 139,996[email protected]+351 232 618 20540,728343extralife.ptHair Care$ 139,996
[email protected] and 1 more [email protected]
+351 21 932 6493 and 1 more +351 968 679 960
34,360344serviremseguranca.pt$ 139,996[email protected]
+351 253 925 257 and 3 more +351 927 955 777,
+351 963 459 478,
+351 22 598 9972
Escariz29,830345perfumesandbeauty.ptSkincare & Cosmetics$ 139,996
[email protected] and 1 more [email protected]
+351 22 766 1245 and 1 more +351 300 045 238
28,311346worldsurfstore.com$ 139,996[email protected]+351 915 529 6212,125347wedoble.com$ 139,666[email protected]+351 253 480 200Caldas de Vizela42,014348beesytoeasy.com$ 139,452[email protected]Lisbon53,624349latitid.comSwimwear$ 139,452[email protected]
+351 962 530 055 and 2 more +351 934 162 141,
+351 962 530 059
47,048350lalalandstore.comClothing Broad$ 139,452[email protected]+351 256 040 282Santa Maria da Feira15,940351lattelisbon.comBeverages$ 139,452[email protected]+351 21 346 071513,772352clocksandcolours.euHome Furnishing & Decoration$ 139,394
[email protected] and 1 more [email protected]
864,471353thenorthface.ptSporting Goods$ 139,335+351 800 784 70812,267,204354flama.pt$ 139,335[email protected]
+351 808 250 178 and 1 more +351 910 177 888
62,869355clickfiel.pt$ 139,335
[email protected] and 1 more [email protected]
+351 255 215 472 and 1 more +351 800 200 077
17,381356sampleskate.com$ 139,335[email protected]+351 965 804 830Lisbon16,910357valbomsport.com$ 139,335
+351 21 137 2082 and 3 more +351 278 265 599,
+351 918 258 242,
+351 278 265 616
Mirandela8,051358clarababy.ptChildren's Apparel$ 139,227+351 933 147 34924,399359sporting.pt$ 139,007[email protected]3,948,657360zome.pt$ 139,006[email protected]38,079361insplosion.comHome Furnishing & Decoration$ 139,005[email protected]+351 911 780 627Rio Tinto233,727362lojasonlinectt.pt$ 139,005+351 21 235 067714,606363arcadenoe.pt$ 139,005+351 917 744 892Maia34,136364assismatica.ptComputer Accessories Broad$ 139,005
[email protected] and 1 more [email protected]
+351 21 751 0210 and 2 more +351 21 880 7030,
+351 21 880 7038
Lisbon10,965365ecoarium.ptPets & Farm Animals$ 138,776+351 919 252 677Vila Nova de Gaia17,083366unl.pt$ 138,702
[email protected] and 1 more [email protected]
+351 21 371 5600 and 1 more +351 21 371 5672
Lisbon9,734367portdance.ptFootwear$ 138,471[email protected]
+351 21 160 8466 and 1 more +351 22 753 9674
42,373368ndrive.comConsumer Electronics$ 138,471
+351 22 905 9300 and 1 more +351 21 820 1005
Leça do Balio34,508369mustiqueworld.comClothing Broad$ 138,471+351 910 147 47931,290370amatterofstyle.euGifts Shops$ 138,471[email protected]+351 916 234 466Porto16,536371audicaodirecta.pt$ 138,471+351 808 915 4889,490372kuriakos-editora.comBooks & Stationary$ 138,471+351 934 002 0307,388373mindthetrash.pt$ 138,191+351 21 153 301477,786374medika.pt$ 138,191
[email protected] and 1 more [email protected]
+224 623 71 87 87 and 8 more +224 662 25 83 29,
+232 79 325030,
+232 80 248924,
+244 942 598 600,
+351 256 027 899,
+351 961 647 755,
+90 224 267 06 44,
+244 940 538 578
7,764375deeply.comSporting Goods$ 138,144Porto93,333376ideiascomhistoria.pt$ 138,144
+351 21 164 5308 and 1 more +351 21 760 0421
Lisbon14,949377moveisgaspares.ptHome Furnishing & Decoration$ 138,144
+351 21 927 1001 and 2 more +351 21 967 7740,
+351 961 340 989
Pêro Pinheiro9,431378maxicapas.ptHome Furnishing & Decoration$ 137,839[email protected]
+34 960 70 77 57 and 1 more +351 960 707 757
10,061379novasbe.pt$ 137,494[email protected]+351 21 380 1673119,084380advancecare.pt$ 137,492[email protected]
+351 21 019 2816 and 2 more +351 707 100 005,
+351 938 926 474
27,092381alexandreneto.pt$ 137,326Lisbon3,980382unkind.pt$ 136,902
+351 21 593 4884 and 1 more +351 918 453 434
49,795383brinde-companhia.pt$ 135,966[email protected]
+351 252 860 330 and 7 more +351 252 860 334,
+351 291 654 941,
+351 927 186 624,
+351 967 435 344,
+351 967 441 535,
+351 967 441 579,
+351 967 441 591
7,924384acilis.pt$ 135,029[email protected]
+351 244 860 970 and 2 more +351 244 860 975,
+351 927 605 950
11,598385saidadeemergencia.comBooks & Stationary$ 135,029Porto Salvo10,079386giannikavanagh.comClothing Broad$ 134,625[email protected]+351 915 458 864132,922387artizi.pt$ 134,485+351 933 147 3492,916388farmaciarochabarros.pt$ 134,422[email protected]
+351 255 551 425 and 1 more +351 917 405 862
3,543389drinksco.ptBeverages$ 134,092+44 20 3322 2677118,500390techlovers.ptConsumer Electronics$ 134,092+351 967 281 145Paços de Ferreira23,121391salaomusical.comMusic$ 134,092
+351 21 319 3740 and 2 more +351 21 346 3509,
+351 911 060 000
Lisbon18,354392ftshopping.pt$ 134,092+351 913 587 69413,488393hyundai.ptAutomobiles & Parts$ 133,727200,583394barkyn.comPets & Farm Animals$ 133,155
[email protected] and 1 more [email protected]
Porto154,837395canoamarelo.com$ 133,155[email protected]
+351 22 321 3530 and 2 more +351 931 629 630,
+351 22 329 5804
Porto32,223396raizeditora.pt$ 133,155
+351 21 843 0910 and 2 more +351 21 843 0911,
+351 22 605 6748
26,250397brycus.pt$ 133,155+351 800 110 86218,210398flyandflies.comSporting Goods$ 133,155[email protected]+351 962 958 7497,107399luxpro.pt$ 132,940
+351 912 565 248 and 1 more +351 914 209 675
2,132400hikeland.pt$ 132,632
+351 968 731 968 and 3 more +351 21 608 5799,
+351 808 242 424,
+351 961 818 186
13,537401julietajewels.comFashion Accessories$ 132,632[email protected]
+351 936 858 404 and 2 more +351 22 616 8861,
+351 22 616 8863
Porto38,876402rosalar.pt$ 132,376
+351 22 466 3470 and 2 more +351 910 692 225,
+351 22 605 7820
7,601403farmaciahome.pt$ 132,219
+351 22 549 0975 and 1 more +351 22 942 8033
199,780404atuafarmacia.ptPharmacy & Drug Aggregators$ 132,219+351 969 296 432117,774405lojamadeus.pt$ 132,219
+351 258 321 300 and 1 more +351 259 094 776
31,477406groho.pt$ 132,219+351 937 848 01125,544407predimed.pt$ 132,219[email protected]+351 968 019 66524,906408manosport.pt$ 132,219+351 926 884 45420,951409wearskypro.com
Footwear and 1 more Activewear
$ 132,219
[email protected] and 1 more [email protected]
+351 21 418 7674Lisbon17,707410ilearning.pt$ 132,219
[email protected] and 1 more [email protected]
+351 271 100 017 and 1 more +351 961 926 240
14,967411combatevirtual.biz
Firearms & Guns and 1 more Sporting Goods
$ 132,219+351 21 269 8451Lisbon9,671412aquaorinoco.com$ 132,219+351 911 840 2796,626413dreamhousefast.comHome Furnishing & Decoration$ 131,705[email protected]+351 928 118 81349,082414colunex.comHome Furnishing & Decoration$ 131,705+351 22 608 8050Porto14,086415bernardinos.pt$ 131,705
[email protected] and 1 more [email protected]
+351 232 424 626 and 1 more +351 912 247 292
11,958416artevasi.comHome & Garden Accessories$ 131,705
[email protected] and 1 more [email protected]
+351 22 744 5514 and 1 more +351 22 744 5516
Aveiro10,634417alltricks.pt$ 131,594[email protected]+33 1 30 48 90 07207,928418indigo-leiriaportugal.pt$ 131,594+351 927 319 39712,992419creteluxuryartdesign.com$ 131,594[email protected]+351 914 754 398Porto7,875420lyfetaste.pt$ 131,594[email protected]+351 21 135 9941Lisbon7,034421hyperdigital.ptComputer Accessories Broad$ 131,594[email protected]667422tarostrade.pt$ 131,494[email protected]+359 88 560 85016,435423yellowoodstore.comToys$ 131,396[email protected]+351 933 348 006Matosinhos112,062424fatima.pt$ 131,283[email protected]1,733,397425institutocriap.com$ 131,283+351 22 549 2190Porto96,294426jardimdapini.pt$ 130,934[email protected]+351 919 745 95241,567427noteonline.ptBooks & Stationary$ 130,779[email protected]
+351 707 100 017 and 1 more +351 21 015 6222
146,712428bricomarche.pt$ 130,779+351 249 880 30092,182429catlike.com
Sporting Goods and 1 more Activewear
$ 130,779[email protected]+351 256 410 23065,904430realitystudio.deFootwear$ 130,779
+351 22 326 4197 and 2 more +81 3-5784-3255,
+351 22 324 9746
8,909431meiometrodemimo.ptChildren's Apparel$ 130,779[email protected]
+351 912 300 123 and 1 more +351 969 679 315
25,899432toyjapan.ptAntique Items$ 130,61232,307433webmoveisonline.pt$ 130,612+351 968 650 51318,798434habitium.ptHome Repair & Construction$ 130,35212,589435lambdagolf.com
Sporting Goods and 1 more Clothing Broad
$ 130,161[email protected]
+351 255 330 169 and 1 more +1 516-516-9624
22,310436digiplanet.ptConsumer Electronics$ 130,161[email protected]+351 21 397 6770Carnaxide10,794437abola.pt$ 130,087[email protected]+351 231 249 113Lisbon1,231,446438unicef.pt$ 129,854[email protected]+351 21 317 7500Lisbon261,595439miminhosritacatita.comMarriage Accessories$ 129,853
[email protected] and 1 more [email protected]
+351 22 490 8508 and 1 more +351 929 065 658
Porto80,351440inesrochinha.com$ 129,852[email protected]+351 249 109 13340,787441skechers.pt$ 129,7317,144,812442signalrex.comMusic$ 129,731
[email protected] and 1 more [email protected]
11,905443practiceportuguese.com$ 128,574[email protected]Lisbon73,174444maquibeauty.ptSkincare & Cosmetics$ 127,968451,141445ledperf.pt$ 127,96842,616446wanapix.ptGifts Shops$ 127,96830,644447zaask.pt$ 127,9686,558448mundiperfil.pt$ 127,446[email protected]
+351 253 834 268 and 1 more +351 253 834 545
74,600449personalize.pt$ 127,446
+351 967 086 225 and 1 more +351 968 980 584
26,039450julie.pt$ 127,446
+351 912 381 147 and 4 more +351 22 015 1124,
+351 914 342 627,
+351 707 200 118,
+351 933 128 339
16,463451vicoustic.com$ 127,302Carvalhosa43,086452mecanicasobrerodas.pt$ 127,086+351 910 833 61392,016453plantandhemp.comPharmacy & Drug Aggregators$ 126,932
+351 913 936 655 and 1 more +351 912 816 262
Lisbon14,487454upperthemes.com$ 126,775
[email protected] and 1 more [email protected]
942455fardasdelite.comClothing Broad$ 126,204[email protected]
+351 21 475 0409 and 2 more +351 911 901 211,
+351 938 814 832
Amadora33,104456stage3.ptSporting Goods$ 126,204[email protected]
+351 911 929 644 and 2 more +351 244 234 056,
+351 916 510 015
21,273457mrblue.ptClothing Broad$ 125,702[email protected]56,884458mycloma.comClothing Broad$ 125,702[email protected]+351 911 872 89245,153459epson.pt
Office Accessories and 1 more Computer Hardware
$ 125,323Lisbon3,747,805460mariagranel.comFoods$ 125,323
+351 21 135 1896 and 1 more +351 21 405 6077
Lisbon113,280461pke.pt$ 125,323[email protected]+351 21 280 180173,547462summer-factory.comSwimwear$ 125,323
[email protected] and 1 more [email protected]
+351 21 195 3900 and 2 more +351 919 721 765,
+351 917 721 765
Lisbon40,888463dokishop.pt$ 125,323+351 21 145 164436,701464pixers.com.pt$ 125,323
[email protected] and 1 more [email protected]
25,077465samsonite.pt$ 125,323[email protected]
+351 253 606 070 and 1 more +351 935 514 578
15,902466vitalita.pt
Adult and 2 more Reproductive Health,
Supplements & Diets
$ 125,323
+351 21 407 4395 and 3 more +351 939 686 036,
+351 21 880 7030,
+351 21 880 7038
Silveira12,946467coldzero.euComputer Hardware$ 125,323[email protected]9,078468metralhaworldwide.comCasual Clothing$ 125,323[email protected]8,362469mundopaisfilhos.pt$ 125,323[email protected]+351 915 064 5308,074470likeinamerica.ptClothing Broad$ 124,934[email protected]+351 912 054 333Matosinhos44,044471darajewels.comFashion Accessories$ 124,830
+351 21 219 0156 and 5 more +351 21 346 7418,
+351 21 896 0213,
+351 914 683 107,
+351 919 351 145,
+351 910 307 660
Lisbon99,990472rotavicentina.comSporting Goods$ 124,830+351 283 327 66960,550473mishmash.ptOffice Accessories$ 124,812[email protected]+351 967 889 54527,778474eurekakids.ptToys$ 124,441[email protected]59,295475opticenter.pt
Eyewear and 1 more Eye Care
$ 124,441+351 800 999 88834,052476benebike.com$ 124,441[email protected]
+351 262 929 732 and 1 more +351 968 170 676
Benedita28,763477carvalhoemaia.pt$ 124,441[email protected]
+351 262 790 280 and 1 more +351 262 790 281
Peniche, Portugal21,491478rtr-modelismo.comSporting Goods$ 124,441[email protected]
+351 252 648 238 and 1 more +351 964 886 505
Povoa de Varzim20,350479chasdomundo.ptBeverages$ 124,441[email protected]
+351 244 100 115 and 1 more +351 935 645 999
Leiria18,801480lojapro.pt$ 124,441+351 964 228 03116,808481rickemark.com$ 124,441
[email protected] and 1 more [email protected]
+351 255 431 35512,637482oportunidade24.ptComputer Accessories Broad$ 124,441+351 22 321 171212,189483sorema-bathfashion.comHome Furnishing & Decoration$ 124,44110,196484verygourmand.com$ 124,441+33 6 85 95 94 426,617485mariacafe.pt
Nursery & Kids Room and 1 more Family Stores
$ 124,441[email protected]+351 969 825 246239,463486cardel.pt$ 124,441[email protected]
+351 271 413 390 and 1 more +351 924 146 120
2,643487skatepro.ptSporting Goods$ 124,147+351 308 813 900354,184488weareunderdogs.comFootwear$ 123,958[email protected]Guimaraes16,733489beandcare.comSkincare & Cosmetics$ 123,958[email protected]+351 939 437 566Porto10,338490newmen.pt$ 123,958[email protected]+351 21 135 818410,074491lolabotonaviana.comToys$ 123,853[email protected]+351 258 823 69857,299492nutrystore.com$ 123,853
+351 255 323 002 and 1 more +351 969 667 626
Celorico de Basto11,461493zwame.pt$ 123,56013,153494sacoplex.pt$ 123,560+351 234 721 927Aveiro17,111495solarimpact.pt$ 123,560+351 21 407 837310,753496misterpc.ptComputer Accessories Broad$ 123,560+351 910 427 42210,375497pecol.pt$ 123,560+351 234 119 7503,407498olmar.pt$ 123,560
+351 707 300 399 and 1 more +351 910 579 161
42,107499concreto.ptClothing Broad$ 123,086[email protected]+351 253 850 050103,997500dicci.euFashion Accessories$ 123,086
[email protected] and 1 more [email protected]
+351 936 954 31057,508501benamor1925.comBeauty & Health Broad$ 123,08645,153502guimanos.comClothing Broad$ 123,086[email protected]Guimaraes39,836503petoutlet.ptPets & Farm Animals$ 123,086[email protected]
+351 933 240 731 and 1 more +351 22 800 5267
28,053504atamaeurope.comSporting Goods$ 123,086[email protected]22,660505dulisshoes.com
Footwear and 1 more Children's Apparel
$ 123,08613,462506mundoportugues.pt$ 123,086
+351 21 795 7670 and 1 more +351 21 795 7671
9,277507wallim.shop$ 123,086[email protected]
+351 928 124 562 and 1 more +351 927 771 767
9,194508isell.pt$ 123,086
[email protected] and 1 more [email protected]
+351 920 215 215 and 1 more +351 930 523 587
31,856509mais-festa.comMarriage Accessories$ 123,086[email protected]+351 962 049 692Barreiro3,883510mycosmetics.pt$ 123,086[email protected]+351 22 996 31341,088511casadaromaterapia.pt$ 123,086[email protected]+351 910 891 191878512westmister.ptClothing Broad$ 122,260[email protected]+351 911 948 004Vila Nova de Famalicão17,548513cm-aveiro.pt$ 122,215
+351 234 406 307 and 1 more +351 234 406 485
5,847514carris.pt$ 122,214[email protected]+351 21 361 30877,088515verbosinumeros.pt$ 122,214+351 969 058 5997,657516moche.pt$ 122,214[email protected]655,404517smartstudios.pt$ 122,214
+351 911 730 266 and 2 more +351 915 351 147,
+351 910 861 230
5,467518refleczo.pt$ 122,214
+351 969 457 984 and 1 more +351 960 257 806
212,458519pharmascalabis.com.pt
Hair Care and 1 more Pharmacy & Drug Aggregators
$ 121,773
+351 243 333 193 and 2 more +351 911 867 161,
+351 924 464 315
Santarem17,593520theaddress.pt$ 121,115[email protected]+98 21 2632 24132,913521presencadeluxo.ptSkincare & Cosmetics$ 120,552
+351 22 017 4236 and 1 more +351 916 967 800
107,521522classyandfashion.pt$ 119,143[email protected]+351 912 951 21752,220523autofinesse.com.pt$ 118,663
[email protected] and 1 more [email protected]
+351 925 729 080 and 1 more +351 233 942 153
271,845524extremepoint.pt$ 118,663+351 259 098 3889,373525madeiracarbooking.com$ 118,663+351 962 825 8062,251526presenca.ptBooks & Stationary$ 117,845183,612527happybicycle.ptSporting Goods$ 117,845
[email protected] and 1 more [email protected]
+351 966 711 635 and 3 more +351 966 856 557,
+351 21 880 7000,
+351 21 880 7038
16,622528sopro.org.pt$ 117,845
+351 253 837 259 and 1 more +351 965 659 916
12,812529zebraofportugal.com
Eyewear and 1 more Eye Care
$ 117,845[email protected]+351 924 245 082Lisbon2,704530intex.ptHome Furnishing & Decoration$ 117,490[email protected]+34 664 36 08 3449,785531arcoirisametro.com$ 117,490[email protected]
+351 21 259 6135 and 1 more +351 912 215 330
Almada45,484532lapetitesardine.ptClothing Broad$ 117,490[email protected]15,236533natubrazil.com$ 117,490[email protected]
+351 22 014 3763 and 1 more +351 915 566 598
Vila Nova de Gaia13,831534artesbenfica.comToys$ 117,490[email protected]+351 21 764 9053Lisbon13,252535cubosluminosos.ptToys$ 117,490[email protected]
+351 926 752 525 and 2 more +351 291 601 290,
+351 291 643 322
Funchal13,214536lojadamanutencao.ptAutomobiles & Parts$ 117,490[email protected]+351 21 099 9211Odivelas10,425537rcking-import.com$ 117,490+351 939 551 596967538pedrocaramez.com$ 117,028
[email protected] and 1 more [email protected]
+351 969 749 83622,004539simetik.comAutomobiles & Parts$ 117,028+351 916 881 92917,622540garrafeirascorpio.ptBeverages$ 117,028[email protected]
+351 244 480 100 and 1 more +351 244 480 101
2,830541armazemdasportas.pt$ 117,028[email protected]
+351 21 920 5351 and 2 more +351 926 970 756,
+351 21 950 5351
906542merrell.pt
Footwear and 1 more Sporting Goods
$ 116,664+351 919 877 4652,555,384543rockport.ptClothing Broad$ 116,66453,774544superdecor.pt$ 116,664
[email protected] and 1 more [email protected]
+351 22 733 5256 and 2 more +351 910 000 000,
+351 935 370 050
32,494545lifenatura.com$ 116,664
+351 243 090 393 and 1 more +351 917 611 062
31,604546juguetilandia.pt$ 116,664+351 21 556 194828,011547estadoliquido.ptBeverages$ 116,664
+351 262 844 478 and 1 more +351 914 554 636
Caldas da Rainha23,583548goforever.pt$ 116,664
[email protected] and 1 more [email protected]
+351 21 411 120023,151549colchoesecompanhia.ptHome Furnishing & Decoration$ 116,664[email protected]+351 22 532 284919,596550garrafeira5estrelas.comBeverages$ 116,664[email protected]+351 234 316 407Aveiro16,054551brindes.pt$ 116,664
+351 21 412 5678 and 3 more +351 22 998 2500,
+351 21 412 5650,
+351 22 998 2539
14,911552cinderelashoes.pt$ 116,664+351 919 757 50410,102553drogariamoderna.pt$ 116,664+351 275 323 228Covilha8,093554cervejariaramiro.com$ 116,664+351 969 839 4727,274555lojadeartigosreligiosos.com$ 116,664[email protected]+351 913 097 75112,194556barbershopportugal.pt$ 116,664[email protected]+351 930 408 924992557wellnesscare.pt$ 116,664
[email protected] and 1 more [email protected]
+351 936 251 339605558shop-homestories.ptHome Furnishing & Decoration$ 116,388[email protected]
+351 263 282 029 and 1 more +351 962 977 425
45,953559motojornal.ptAutomobiles & Parts$ 116,210
+351 21 865 0244 and 3 more +351 939 551 559,
+351 962 721 699,
+351 21 865 0294
154,992560100maneiras.comFood & Beverages Broad$ 116,210
+351 910 307 575 and 1 more +351 910 918 181
Lisbon150,025561snsnailsmarket.comBeauty & Health Broad$ 116,210[email protected]
+351 911 869 018 and 1 more +351 966 171 334
Guia32,113562goodvibesheaven.com
Fashion Accessories and 1 more Religion Accessories
$ 116,210[email protected]23,496563foradhoras.com.ptMarriage Accessories$ 116,210+351 22 971 0543Rio Tinto16,216564gsport.pt$ 116,210
[email protected] and 1 more [email protected]
+351 253 498 22514,038565sellone.pt$ 116,210
+351 253 563 119 and 1 more +351 911 070 080
163,60756650rebels.comSporting Goods$ 116,210[email protected]13,142567doutor-pc.com$ 116,210
+351 808 242 424 and 2 more +351 21 130 5851,
+351 927 619 621
Loures732568runners.pt$ 116,113[email protected]+351 22 099 150049,149569minicool.ptChildren's Apparel$ 116,113+351 913 313 810Loulé44,950570portugaljewels.comFashion Accessories$ 116,113[email protected]
+351 967 394 055 and 2 more +351 21 880 7030,
+351 21 880 7038
44,089571nolon.pt$ 116,113
+34 900 802 449 and 1 more +351 21 122 3444
19,995572mundilarkasa.ptHome Furnishing & Decoration$ 115,837+351 234 797 8026,942573filipamaia.pt$ 115,82914,695574estorilpraia.ptSporting Goods$ 115,393
+351 21 466 1002 and 1 more +351 21 466 4426
Cascais83,125575filigranaportuguesa.ptFashion Accessories$ 115,393[email protected]+351 920 018 184Maia65,985576atelierdosabao.comBeauty & Health Broad$ 115,393[email protected]+351 961 117 222Espinho42,813577vidarural.pt$ 115,393
+351 21 003 3800 and 5 more +351 21 003 3806,
+351 21 003 3824,
+351 914 069 583,
+351 916 606 675,
+351 21 003 3819
Lisbon24,894578oficinadidactica.pt$ 115,393[email protected]
+351 21 387 2458 and 1 more +351 21 880 7030
Lisbon18,401579otherwise.shopCasual Clothing$ 115,39312,252580twobrothers-store.com$ 115,393[email protected]+351 934 832 388Porto123,307581avani.pt$ 115,330
+351 21 406 2427 and 1 more +351 917 864 111
Lisbon30,951582castelbel.comSkincare & Cosmetics$ 115,120
[email protected] and 1 more [email protected]
+351 913 964 852Porto120,777583bluetrend.media$ 115,120
[email protected] and 1 more [email protected]
Coimbra16,554584mr-blue.comFootwear$ 114,848[email protected]Estoril48,475585sobba.pt$ 114,848[email protected]+351 937 308 85535,779586editoradevir.pt$ 114,848+351 21 213 944012,761587ipdt.pt$ 114,848
[email protected] and 1 more [email protected]
+351 22 609 7060 and 1 more +351 916 646 397
Porto9,990588construgal.pt$ 114,848[email protected]
+351 968 716 687 and 1 more +351 962 526 672
1,096589ordemdospsicologos.pt$ 114,576+351 21 340 0250104,856590affinity.pt$ 114,575
[email protected] and 1 more [email protected]
+351 21 316 0443 and 1 more +351 22 120 1331
6,290591lojazero.comSkincare & Cosmetics$ 114,37321,826592noblechairs.ptHome Furnishing & Decoration$ 113,616[email protected]
+49 30 403664203 and 2 more +49 30 403664204,
+44 1782 444455
421,095593properstar.pt$ 113,51413,130594meireles.ptHome Appliances$ 113,041[email protected]
+351 808 200 426 and 2 more +351 22 786 3050,
+351 255 240 240
8,462595aruak.ptWomen's Apparel$ 113,041
+351 252 859 003 and 1 more +351 252 859 133
Vila Nova de Famalicão30,777596maulihandmade.com$ 113,041[email protected]11,758597whiskyflavour.comBeverages$ 111,546[email protected]+351 963 112 299Lisbon33,233598immathebrand.com$ 111,515
[email protected] and 1 more [email protected]
16,869599mundilar.netSporting Goods$ 111,200Vagos14,809600ffms.pt$ 110,429[email protected]221,451601damadecopas.comInnerwear$ 110,429
[email protected] and 1 more [email protected]
+351 911 176 105 and 2 more +351 915 875 555,
+351 967 760 735
Lisbon138,545602hagertyportugal.com$ 110,429+351 21 388 227224,959603plurata.pt$ 110,42920,568604veicomer.comAutomobiles & Parts$ 109,989
+351 21 944 0206 and 1 more +41 71 422 22 72
Loures125,923605burelfactory.com$ 109,989
+351 914 322 686 and 2 more +351 21 192 3762,
+351 21 093 5140
Lisbon57,102606imaginarium.pt$ 109,657266,959607bluekids.pt
Children's Apparel and 2 more Nursery & Kids Room,
Family Stores
$ 109,657+351 962 220 69036,206608sportlook.pt$ 109,657
[email protected] and 1 more [email protected]
+351 291 226 3697,471609target-box.pt$ 109,657
[email protected] and 1 more [email protected]
+351 243 054 973 and 2 more +351 243 100 090,
+351 932 000 179
1,641610festanahora.pt$ 109,226
+351 968 108 299 and 1 more +351 762 790 198
Lisbon82,450611carvaz.pt$ 109,226[email protected]
+351 912 039 347 and 6 more +351 915 298 582,
+351 915 298 586,
+351 919 917 504,
+351 914 440 505,
+351 915 298 596,
+351 910 979 078
50,743612appm.pt$ 109,226[email protected]
+351 21 780 3550 and 1 more +351 21 780 3559
Lisbon16,646613thekneed.comFashion Accessories$ 109,226
[email protected] and 1 more [email protected]
13,222614lasermadeira.comToys$ 109,226+351 936 434 656Caniço53,477615reorganiza.pt$ 109,024[email protected]+351 21 870 0007Lisbon43,466616playmobil.pt$ 108,9881,517,175617quemdisseberenice.pt$ 108,886+351 932 023 9605,225,119618stihl.pt$ 108,886[email protected]Lisbon3,446,392619electronic-star.pt$ 108,886428,666620rowenta.ptHome Appliances$ 108,886+351 808 284 735149,425621oculosworld.com.pt$ 108,886121,157622trymoto.pt$ 108,886
[email protected] and 1 more [email protected]
27,933623nutrimania.pt$ 108,886[email protected]
+351 915 335 305 and 1 more +351 931 133 430
27,763624idealhomesinternational.com$ 108,886
+351 289 513 434 and 2 more +351 914 465 566,
+351 915 744 282
26,250625triipi.comHome Furnishing & Decoration$ 108,886[email protected]Lisbon26,248626joandso.com$ 108,88620,699627produceshop.ptHome Furnishing & Decoration$ 108,88617,599628doceritinha.ptFoods$ 108,886[email protected]+351 933 963 069Vila Nova de Famalicão16,217629solostocks.pt$ 108,88615,889630trincheiramilitar.com$ 108,886+351 961 199 10014,049631fishplanet.ptPets & Farm Animals$ 108,88610,309632norboxe.comAutomobiles & Parts$ 108,886
+351 22 493 8114 and 1 more +351 22 494 7143
Porto8,042633portugalmoedas.com.ptAntique Items$ 108,886[email protected]+351 938 406 867Coimbra7,605634motomano.com$ 108,886[email protected]+351 916 083 23912,086635simplesfarma.com$ 108,886+351 244 835 5112,277636ekosport.pt$ 108,629[email protected]69,070637garrafeirasoares.ptBeverages$ 108,629+351 289 510 46024,541638cr7museumstore.com$ 108,463
+351 279 004 518 and 1 more +351 291 639 880
Funchal2,033,257639rieraalta.comToys$ 108,463
[email protected] and 1 more [email protected]
+351 22 096 4702 and 1 more +91 85476 32521
Porto211,112640urbanjungle.ptHome Furnishing & Decoration$ 108,463[email protected]+351 915 772 089Mafra43,561641linkspatrocinados.pt$ 108,463
[email protected] and 1 more [email protected]
+351 707 502 262 and 1 more +351 800 502 314
Porto50,304642bebescomamor.pt$ 108,463
+351 21 806 5208 and 1 more +351 938 849 856
12,869643drenafast.comBeauty & Health Broad$ 108,463[email protected]+351 21 460 8660Alcabideche12,533644malaseideias.com$ 108,463+351 967 374 32512,387645alicesgarden.pt$ 108,372+351 300 505 95591,923646escolavirtual.pt$ 108,143103,700647ulusofona.pt$ 108,117987648unifardas.pt$ 108,115+351 22 944 2280Maia5,133649barbarabacao.pt$ 108,11538,135650telepecas.comAutomobiles & Parts$ 108,115
+351 253 600 550 and 1 more +351 961 919 100
15,593651citaliarestauro.com$ 107,700
+351 21 130 9550 and 1 more +351 910 882 997
Lisbon74,947652hipercentrodomovel.ptHome & Garden Accessories$ 107,700
+351 917 518 313 and 3 more +351 919 441 027,
+351 935 337 600,
+351 21 233 7600
Palmela58,850653unlogicalpoem.storeClothing Broad$ 107,700[email protected]49,305654balancasmarques.shop$ 107,700+351 253 309 830Braga37,717655float-in.ptMassage Products$ 107,700[email protected]
+351 21 388 0193 and 1 more +351 915 785 821
Lisbon32,996656bluehousecoimbra.com$ 107,700
+351 911 096 822 and 1 more +351 934 462 035
Coimbra30,131657semperfit.ptSporting Goods$ 107,700[email protected]+351 936 286 06422,571658torres.ptFashion Accessories$ 107,700[email protected]
+351 21 324 3000 and 3 more +351 21 324 3030,
+351 919 867 737,
+351 919 867 797
15,569659legumeseoutrosvicios.ptFood & Beverages Broad$ 107,700[email protected]+351 910 479 582Coimbra13,982660ateti.ptFood & Beverages Broad$ 107,700[email protected]
+351 808 201 679 and 1 more +351 808 201 769
Coimbra9,061661bebegui.comChildren's Apparel$ 107,700[email protected]
+351 915 000 060 and 1 more +351 239 821 690
Coimbra33,344662grazzaportugal.comFashion Accessories$ 107,700[email protected]
+351 914 525 163 and 1 more +351 917 155 107
Lisbon5,269663iziplay.pt$ 107,700
+351 21 880 7000 and 1 more +351 21 880 7038
5,010664duzia.pt$ 107,700+351 964 821 7664,936665nipponlab.pt$ 107,700[email protected]
+351227328289 and 3 more +351926783593,
+351 22 732 8289,
+351 926 783 593
4,294666jorsat.com$ 107,700[email protected]+351 232 488 0882,271667crazy4pets.pt$ 107,700+351 233 427 270797668natura24.ptBeauty & Health Broad$ 107,700[email protected]+351 21 145 1820740669smegstore.ptHome Appliances$ 107,191[email protected]+351 21 470 4360612,113670vielastore.comWomen's Apparel$ 107,191
[email protected] and 1 more [email protected]
108,637671biucosmetics.pt$ 107,191[email protected]
+351 289 414 052 and 2 more +351 911 066 133,
+351 914 912 388
Loulé48,619672venturacardgames.comGames for Kids & Adults$ 107,191[email protected]+351 21 580 92173,356673luisa-paixao.euClothing Broad$ 107,128
[email protected] and 1 more [email protected]
+351 21 096 8936Lisbon14,279674mediatica.pt$ 106,937+351 22 491 0947Vila Nova de Gaia13,932675tintextextiles.com$ 106,937+351 251 708 2009,300676armazemdasmalhas.comClothing Broad$ 106,383+351 910 269 553Lisbon20,349677fishersci.ptScience Research Equipments & Tools$ 104,353+351 21 425 335012,012678frenkenfashion.comClothing Broad$ 104,161[email protected]+31 20 262 174813,515679logicpulse.com$ 103,97410,982680omnia.pt$ 103,432117,458681slidesplash.com$ 103,363[email protected]
+351 282 340 800 and 3 more +351 963 329 968,
+351 289 812 213,
+351 289 923 135
54,950682lojadosemblemas.pt$ 103,20611,577683cm-felgueiras.pt$ 102,541
[email protected] and 1 more [email protected]
35,507684quintadapacheca.com$ 102,165[email protected]+351 254 331 229149,292685evancare.comHair Care$ 102,138
[email protected] and 1 more [email protected]
+351 910 051 41013,757686code.ptClothing Broad$ 102,13377,550687woodsushi.ptFood & Beverages Broad$ 102,133+351 21 586 1781Lisbon19,611688glamira.pt$ 101,825[email protected]618,493689ateliermariapimpolha.pt$ 101,825[email protected]
+351 21 246 3811 and 1 more +351 964 831 067
Seixal20,263690rochapecas.pt$ 101,825[email protected]
+351 22 994 0290 and 1 more +351 916 654 126
1,203691misterius.pt$ 101,633[email protected]
+351 21 994 3422 and 1 more +351 21 940 2621
53,654692puzzlefamily.ptClothing Broad$ 101,424+351 968 806 80134,531693softandco.ptBeauty & Health Broad$ 101,424[email protected]
+351 21 099 9424 and 1 more +351 21 596 7014
32,369694companhiadosbrinquedos.ptChildren's Apparel$ 101,424+351 249 097 66416,652695vapora.ptConsumer Electronics$ 101,424+351 234 184 433Gafanha da Nazaré2,349696orgone4life.com$ 101,424
+351 937 606 080 and 1 more +351 21 290 7034
Parede1,206697antarte.ptHome Furnishing & Decoration$ 101,108[email protected]+351 22 411 9350488,355698osegredodasfestas.pt$ 101,108[email protected]+351 964 275 134103,177699wonder-wardrobe.comClothing Broad$ 101,108[email protected]Lisbon103,094700partyland.pt$ 101,108
+351 21 727 9260 and 1 more +351 914 343 368
Lisbon54,396701acevicheria.pt
Foods and 1 more Food & Beverages Broad
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[email protected] and 1 more [email protected]
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Alverca do Ribatejo25,5557043djake.pt$ 101,108[email protected]18,623705tsubaki.ptComics$ 101,108+351 308 801 967Lisbon16,853706mjarc.com$ 101,108
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13,864707player.pt$ 101,108[email protected]12,918708magicquiver.comSporting Goods$ 101,108[email protected]+351 261 066 40011,760709festasparty.pt$ 101,108+351 21 950 3512Loures11,548710antalis.pt$ 101,108+351 808 108 08011,162711proxira.pt$ 101,108
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Alverca do Ribatejo10,952712epda.pt$ 101,108[email protected]+351 967 390 52510,901713pit-shop.pt$ 101,108[email protected]
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Agueda8,353714algateckids.pt$ 101,108[email protected]
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6,517715pop-busters.com$ 101,108[email protected]+351 910 225 1816,466716batsonpole.pt$ 101,108[email protected]+351 936 150 5621,851717atelierdeimpressao.pt$ 101,108[email protected]+351 21 712 2442Lisbon543718betrend.ptClothing Broad$ 100,716[email protected]209,605719fundacaodogil.pt$ 100,716[email protected]
+351 962 961 033 and 1 more +351 933 330 133
116,25372012vinte.com$ 100,716
+351 916 180 740 and 1 more +351 919 949 568
Vila das Aves72,591721petrolheart.comAutomobiles & Parts$ 100,71664,295722rejuvemed.pt$ 100,716
+351 239 135 529 and 5 more +351 239 152 367,
+351 244 236 929,
+351 912 532 373,
+351 916 674 834,
+351 916 674 835
8,677723resistencia.com.pt$ 100,716[email protected]+351 21 384 4439121,260724porventura.ptHome Furnishing & Decoration$ 100,631
[email protected] and 1 more [email protected]
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Lisbon11,465725davidgaughran.com$ 100,39242,475726spautores.pt$ 100,392Lisbon41,279727ispa.pt$ 100,39238,626728bohobreeze.netFashion Accessories$ 100,392[email protected]27,949729hp-drones.com$ 100,392
[email protected] and 1 more [email protected]
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1,273,056732pampamia.ptFashion Accessories$ 100,007+351 21 822 7379360,853733spaccio.ptClothing Broad$ 100,007
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99,615734papinhasdaxica.pt$ 100,007
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64,019735chuvadeamor.pt$ 100,007
+351 919 691 093 and 1 more +351 289 823 135
28,059736shinesuperfoods.com$ 100,007[email protected]+351 21 238 238327,630737lisbondigitalschool.com$ 100,007[email protected]+351 966 678 25418,102738woodtailorsclub.comClothing Broad$ 100,007
[email protected] and 1 more [email protected]
Porto16,501739redfrog.pt$ 100,007[email protected]+351 21 583 1120Lisbon16,294740shalomnature.ptBeauty & Health Broad$ 100,007+351 289 804 019Faro15,668741factorybraga.com$ 100,007[email protected]+351 253 680 320Braga12,859742alineclothing.comWomen's Apparel$ 100,007
[email protected] and 1 more [email protected]
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+351 284 415 180 and 3 more +351 284 415 188,
+351 239 821 690,
+351 600 000 000
9,596744slimnoivas.pt$ 100,007
[email protected] and 1 more [email protected]
+351 939 952 163 and 1 more +351 914 635 340
9,441745littlecakeshop.pt$ 100,007
+351 21 602 7552 and 2 more +351 934 382 069,
+351 21 602 7069
41,707746scopphu.com
Business Operations Tools and 1 more Multi Purpose Softwares
$ 100,007
+34 917 91 66 32 and 2 more +351 21 131 8922,
+351 22 112 1764
Costa da Caparica9,358747oscarparts.comAutomobiles & Parts$ 100,007
+351 232 109 007 and 1 more +351 969 728 816
Viseu7,815748sibanel.pt$ 100,007
[email protected] and 1 more [email protected]
+351 234 741 770Sangalhos5,759749smallsfashion.comChildren's Apparel$ 100,007
[email protected] and 1 more [email protected]
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Seasonal & Festive Shops and 1 more Foods
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+351 910 718 601 and 2 more +351 255 249 867,
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Amarante, Portugal40,569761pauperio.pt$ 99,299+351 22 422 750027,836762quintadolago.comWomen's Apparel$ 99,299
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25,857763farmaciagarcia.net$ 99,299
+351 296 302 420 and 4 more +351 296 306 370,
+351 296 915 388,
+351 968 805 450,
+351 296 306 420
Ponta Delgada6,021764wickettjones.comClothing Broad$ 98,351[email protected]26,984765floristik24.pt$ 97,959103,874766animalshop.ptPets & Farm Animals$ 96,892[email protected]2,777767sharishgin.pt$ 95,584
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47,078768quiksilver.pt
Clothing Broad and 1 more Sporting Goods
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Swimwear and 1 more Casual Clothing
$ 94,829[email protected]+351 936 497 18965,989770piupiuchick.comChildren's Apparel$ 94,790[email protected]
+351 22 099 1665 and 2 more +351 910 014 716,
+351 22 550 8349
Porto89,120771shaecoshop.comHair Care$ 94,730[email protected]+351 964 230 82120,864772hazelportugal.comWomen's Apparel$ 94,654[email protected]+351 910 972 427175,183773carmo.comConstruction Accessories$ 94,653[email protected]Lisbon34,848774cosmetis.ptBeauty & Health Broad$ 94,653[email protected]Porto31,336775cutxicutxi.com$ 94,276+351 21 955 3029Lisbon119,706776naturalmenteloja.pt$ 94,276
[email protected] and 1 more [email protected]
+351 912 844 140 and 1 more +351 21 938 3700
Barreiro1,233777le-mot.comClothing Broad$ 94,038[email protected]+351 21 199 3527Amadora28,809778torresnovas1845.pt$ 93,897+351 912 977 95528,090779youlikeitstore.com$ 93,840
+351 22 493 3832 and 1 more +351 938 015 837
Porto158,123780brendansadventures.com$ 93,622334,633781prenatal.pt
Nursery & Kids Room and 3 more Family Stores,
Reproductive Health,
Women's Health
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+351 913 431 942 and 1 more +351 964 283 858
1,909784napapijri.ptClothing Broad$ 93,331+351 800 785 0071,032,477785sapatosecompanhia.pt$ 93,331+351 22 244 9110331,980786planetad.pt$ 93,331+351 253 900 115232,280787vintagebazaar.pt$ 93,331
+351 21 132 5525 and 2 more +351 911 746 229,
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212,871788caetanobavierabmw.pt$ 93,33160,938789leixoessc.ptSporting Goods$ 93,331+351 22 939 6620Matosinhos36,941790lojadascaricaturas.pt$ 93,331
+351 252 056 436 and 1 more +351 935 319 066
Povoa de Varzim36,548791lacasadelascarcasas.pt$ 93,331[email protected]35,362792teclusa.pt$ 93,33113,080793shot-zone.comSporting Goods$ 93,331
+351 21 241 7731 and 1 more +351 917 760 140
Lisbon13,052794yourfitprograms.com$ 93,331[email protected]
+351 910 454 903 and 3 more +351 914 295 520,
+351 916 189 576,
+351 252 080 647
Vila Nova de Famalicão12,068795motovest.pt$ 93,331[email protected]
+351 21 099 0015 and 1 more +351 963 756 649
10,298796pharmanord.pt$ 93,3318,715797exeshoes.ptFootwear$ 93,331
[email protected] and 1 more [email protected]
+34 965 43 43 25 and 1 more +351 965 434 325
90,401798paulanovaessemijoias.com$ 93,331[email protected]+351 968 344 91527,913799simcarimbo.com$ 93,331[email protected]+351 234 604 637Ilhavo11,435800techgasp.com$ 93,331Lisbon1,665801nunabysabrinanunes.com$ 93,331[email protected]+351 910 041 4251,252802rswinternational.ptIndustrial Materials & Accessories$ 93,331[email protected]+351 234 426 241409803autodromodoalgarve.comSporting Goods$ 92,968
+351 282 405 600 and 5 more +351 282 405 633,
+351 282 405 650,
+351 282 405 697,
+351 925 446 084,
+351 927 244 694
Portimão87,883804tupperware.pt$ 92,890174,742805realnatura.ptBeauty & Health Broad$ 92,890
+351 21 952 4375 and 1 more +351 965 310 663
41,858806pontoplaca.pt$ 92,670+351 252 493 086Vila Nova de Famalicão1,846807silvex.ptHome & Garden Accessories$ 92,670
[email protected] and 1 more [email protected]
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+351 291 227 324 and 1 more +351 931 919 128
407,022810dieta3passos.ptBeauty & Health Broad$ 92,314[email protected]
+351 808 200 333 and 2 more +351 21 426 9722,
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130,063811scml.pt$ 92,314125,431812dealema.pt$ 92,314
+351 917 865 777 and 1 more +351 919 993 383
115,066813leonorhenriques.ptTravel Bags & Luggage$ 92,314[email protected]
+351 913 590 979 and 2 more +351 916 165 993,
+351 21 384 0202
Lisbon61,035815ekenabay.comClothing Broad$ 92,314[email protected]+351 915 499 66847,990819ambar.ptTeacher's Accessories$ 92,314[email protected]+351 22 615 140028,997820thegreenbeautyconcept.ptBeauty & Health Broad$ 92,314[email protected]22,546822merceariadosacores.ptFoods$ 92,314
218880070 and 1 more +351 21 888 0070
Lisbon21,043823heyjoe.ptSkincare & Cosmetics$ 92,314[email protected]+351 961 414 09120,898824streetsurfing.comSporting Goods$ 92,314[email protected]19,761825fricon.pt$ 92,314
[email protected] and 1 more [email protected]
+351 252 640 140 and 5 more +351 252 644 623,
+34 916 21 49 79,
+34 916 42 14 72,
+351 252 640 196,
+351 926 248 260
18,560826ramemoto.pt$ 92,314
[email protected] and 1 more [email protected]
+351 21 478 024813,727827atulipa.comGifts Shops$ 92,314
[email protected] and 1 more [email protected]
+351 291 743 986Funchal12,539828provaimpar.pt$ 92,314
+351 253 622 046 and 2 more +351 968 587 271,
+351 263 151 774
Braga10,601829rfturbogarage.pt$ 92,314+351 913 536 50067,500830tiagorochauto.ptAutomobiles & Parts$ 92,314[email protected]
+351 22 329 2936 and 1 more +351 917 771 977
56,401831linenshed.ukHome Furnishing & Decoration$ 92,314[email protected]19,041832mariaguedeslisboa.comClothing Broad$ 92,314[email protected]+351 919 425 82818,210833ligatu.ptConsumer Electronics$ 92,314
+351 22 316 5223 and 1 more +351 935 117 457
Porto11,104834sofico.ptWomen's Apparel$ 92,314[email protected]
+351 21 920 6813 and 3 more +351 962 379 205,
+351 21 880 7000,
+351 21 880 7030
AlgueirãoâMem Martins6,788835instintomilitar.pt$ 92,314
+351 21 603 6695 and 2 more +351 937 430 026,
+351 937 460 026
6,232836bricobutikk.pt$ 92,314[email protected]+351 915 278 580Lisbon2,589837artplanet.pt$ 92,314[email protected]
+351 21 961 2730 and 2 more +351 963 255 327,
+351 21 820 2912
2,040838happypeeps.pt$ 92,314+351 937 375 5071,648839fly-park.pt$ 92,314[email protected]+351 912 031 845Matosinhos1,126840perwood.pt$ 92,314[email protected]
+351 926 278 859 and 1 more +351 966 254 004
1,008841coteq.pt$ 92,314
+351 253 670 663 and 1 more +351 253 674 221
941842cimetal.pt$ 92,314[email protected]
+351 249 835 321 and 1 more +351 963 937 919
863843undofortomorrow.comFootwear$ 91,878[email protected]23,127844mouchao.pt$ 91,878[email protected]
+351 268 539 228 and 1 more +351 268 530 210
19,500845cacaoequador.pt$ 91,878+351 915 438 44019,095846anaromerocollection.com$ 91,878
[email protected] and 1 more [email protected]
Lisbon11,923847muguetbemcasados.com$ 91,878[email protected]+351 919 936 25631,221848termoplast.pt$ 91,878
+351 253 099 102 and 2 more +351 918 089 667,
+351 937 413 798
Braga5,962849luisazevedo.pt$ 91,878[email protected]
+351 253 479 620 and 1 more +351 253 572 025
844850flylondon.comFootwear$ 91,660352,895851repsol.pt$ 91,660[email protected]+351 800 200 270191,735852animegami.euAntique Items$ 91,660[email protected]32,286853appimagem.pt$ 91,660[email protected]+351 255 711 130Paços de Ferreira16,929854columbiasportswear.pt
Casual Clothing and 1 more Activewear
$ 90,880[email protected]2,520,314855kleedkimonos.comClothing Broad$ 90,497
[email protected] and 1 more [email protected]
+351 910 145 102 and 1 more +44 20 7700 1007
63,719856airbnb.com$ 90,10717,093,846857mega-mania.com.ptVideo Games & Accessories$ 90,064[email protected]+351 262 750 91038,493858contranatura.pt$ 89,947[email protected]
+351 21 846 5972 and 1 more +351 968 022 930
Lisbon1,491859wayzforlife.com
Footwear and 1 more Activewear
$ 89,829[email protected]+351 914 398 268Porto8,804860sousaudavel.ptBeauty & Health Broad$ 89,808+351 933 903 312169,632861diva-milano.com
Nursery & Kids Room and 1 more Family Stores
$ 89,457[email protected]+351 965 046 71272,399862tgvinteriores.comHome Furnishing & Decoration$ 89,364
[email protected] and 1 more [email protected]
+351 22 715 3220Leiria322,013863pullcastshop.euFashion Accessories$ 89,273[email protected]+351 912 354 001Porto115,440864fenicia.pt$ 89,220
[email protected] and 1 more [email protected]
+351 21 941 081445,839865unwind.studioToys$ 89,199[email protected]8,273866dimanoinmano.ptAntique Items$ 89,171[email protected]
+39 320 822 8043 and 1 more +39 338 633 7917
76,587867festaemcasa.pt$ 89,000[email protected]+351 932 770 84985,627868madebychoices.ptFoods$ 88,468217,673869perfumearte.pt$ 87,955[email protected]
+351 239 509 752 and 1 more +351 239 501 544
35,539870allegroboutique.eu
Performing Arts and 1 more Clothing Broad
$ 87,627[email protected]
+351 253 778 407 and 2 more +351 253 617 604,
+351 253 617 605
Braga11,207871thebamandboo.com
Dental Care and 1 more Skincare & Cosmetics
$ 87,519
[email protected] and 1 more [email protected]
135,963872purebrasil.ptBeauty & Health Broad$ 86,765+351 968 645 622Elvas2,728873penguinlivros.pt$ 86,42033,351874madein-shops.com$ 86,159Lisbon128,231875nobrand.ptFootwear$ 86,159[email protected]43,056876azulejossola.pt$ 86,159
+34 674 05 48 03 and 1 more +34 961 32 09 73
5,121877rdxsports.ptSporting Goods$ 85,553+49 6175 6514902452,353878hofmann.pt$ 85,553[email protected]201,525879montesdelaboreiro.pt$ 85,553+351 251 466 041122,649880gabrielaguiarprod.comBeauty & Health Broad$ 85,55390,552881jogodigital.com$ 85,55366,127882guerraepaz.ptBooks & Stationary$ 85,553[email protected]+351 21 314 4488Lisbon27,487883casika.pt$ 85,553+351 924 038 37626,065884kenshobonsaistudio.com$ 85,553[email protected]+351 967 277 920Ãgueda9,351885grandesmarcaspecasauto.euAutomobiles & Parts$ 85,55355,236886breyerhorsesportugal.pt$ 85,553
+351 21 961 8439 and 1 more +351 926 569 867
10,806887brickstricks.pt$ 85,553+351 911 917 592396888rosapomar.comToys$ 85,443[email protected]
+351 21 347 3090 and 2 more +351 21 880 7030,
+351 21 880 7038
Lisbon60,292889lisboacool.comFood & Beverages Broad$ 85,391+351 964 206 946Lisbon167,471890machineseeker.pt$ 85,364[email protected]
+34 911 43 34 56 and 7 more +44 20 3318 0072,
+48 22 307 69 58,
+49 201 8578610,
+49 201 85786152,
+49 201 85786153,
+49 201 85786180,
+44 20 8068 1084
7,730891lightningbolt-usa.comCasual Clothing$ 85,333+351 252 300 400Vila Nova de Famalicão66,358892gdata.pt$ 85,317
[email protected] and 1 more [email protected]
+49 234 9762015,084893sementesvivas.bio
Agriculture & Forestry and 2 more Gardens & Yards,
Foods
$ 85,304+351 969 879 16336,896894primebodynutrishop.com$ 85,270[email protected]
+351 968 253 280 and 1 more +351 21 355 5102
Lisbon23,669895foreva.ptFootwear$ 85,221Guimaraes158,817896petitboo.ptChildren's Apparel$ 85,221
+351 22 325 9055 and 1 more +351 21 435 0009
29,265897mandabir.pt$ 85,221+351 939 797 11712,375898mxscooter.ptAutomobiles & Parts$ 85,221[email protected]+351 917 251 131Machico808899amensagem.pt$ 84,956Lisbon29,806900co.pt$ 84,9474,199901baysidesalgados.com$ 84,947
+351 289 583 760 and 1 more +351 289 583 769
1,365902bairrodasaude.ptBeauty & Health Broad$ 84,894[email protected]+351 21 849 178010,745903pinknounou.comChildren's Apparel$ 84,879[email protected]+351 961 620 49911,847904pelcor.ptClothing Broad$ 84,855
+351 21 886 4205 and 1 more +351 968 133 862
35,165905fisaude.pt$ 84,754[email protected]+351 21 555 095017,421906lidijakolovrat.comClothing Broad$ 84,632
[email protected] and 1 more [email protected]
+351 21 387 4536 and 1 more +351 910 953 460
Lisbon18,737907hipnoseeregressao.com$ 84,621[email protected]
+351 21 139 4047 and 7 more +351 22 536 1573,
+351 234 051 339,
+351 911 504 649,
+351 916 324 459,
+351 925 935 173,
+351 932 827 447,
+351 932 827 446
Porto64,129908allthingscigars.comCBD & Vaping$ 84,621
[email protected] and 1 more [email protected]
30,265909americana.ptOffice Accessories$ 84,621[email protected]+351 244 240 13026,070910gymnasium.ptFitness$ 84,621
+351 915 426 644 and 3 more +351 916 773 557,
+351 912 154 815,
+351 916 469 182
Faro25,120911bestguide.pt$ 84,621[email protected]+351 21 013 9915Lisbon17,084912comma.ptFootwear$ 84,621
+351 234 028 732 and 3 more +351 234 603 020,
+351 914 688 328,
+351 917 514 271
Agueda16,199913striketours.pt$ 84,621[email protected]
+351 22 937 0506 and 3 more +351 934 286 826,
+351 965 158 212,
+351 966 052 887
14,831914academiaclinicadragao.com$ 84,621
+351 22 010 0148 and 3 more +351 964 652 060,
+351 22 619 6260,
+351 918 056 261
Porto13,301915edicoesesgotadas.com$ 84,621
+351 22 099 2975 and 1 more +351 232 420 948
10,088916lisboaparapessoas.pt$ 84,621[email protected]+351 968 568 137Lisbon9,564917rarus.com.ptClothing Broad$ 84,621[email protected]Guimaraes173,504918casamedeirosinteriores.comHome Furnishing & Decoration$ 84,621[email protected]
+351 965 381 767 and 1 more +351 253 108 223
Braga18,448919bilharescastros.com$ 84,621+351 234 741 59016,306920cursodemassagista.pt$ 84,621
+351 244 064 328 and 1 more +351 938 440 722
Leiria10,290921andebol7.ptClothing Broad$ 84,621
+351 22 938 0209 and 2 more +351 244 824 345,
+351 291 764 294
8,954922brasilcosmeticos.pt$ 84,621+351 920 510 1818,096923essencianature.pt$ 84,621[email protected]
+351 21 231 3725 and 1 more +351 22 657 3079
7,008924conforhome.pt$ 84,621+351 937 298 4946,761925pcparatodos.ptComputer Accessories Broad$ 84,621
+351 927 556 331 and 1 more +351 263 036 425
Arruda dos Vinhos6,368926energiasdaterra.com$ 84,621Malveira4,432927aleph.pt$ 84,621+351 263 598 2313,47492828dias.ptSupplements & Diets$ 84,621+351 22 323 25663,400929sempri.pt$ 84,621
+351 22 745 6217 and 1 more +351 22 954 5134
Matosinhos2,308930axonstudio.pt$ 84,621[email protected]
+351 22 111 0320 and 1 more +351 914 882 607
Matosinhos2,265931idealsolda.pt$ 84,477+351 966 171 69219,935932nico.ptClothing Broad$ 84,390+351 932 631 26112,937933fineandcandy.comOffice Accessories$ 84,291
[email protected] and 1 more [email protected]
+351 22 013 1949 and 2 more +351 916 325 032,
+351 935 105 080
Porto31,827934torresnovas1845.com$ 84,243+351 912 977 95528,090935tulmox.com$ 84,222[email protected]28,946936lisbonbike.ptSporting Goods$ 84,222
+351 21 406 4739 and 1 more +351 21 715 6220
Lisbon20,644937catherinelansfield.ptHome & Garden Accessories$ 84,222
[email protected] and 1 more [email protected]
+351 253 423 830 and 1 more +351 963 935 451
14,034938helenmcalinden.comClothing Broad$ 84,185
+353 1 672 9633 and 2 more +351 255 880 320,
+353 1 679 0355
10,400939mariamaleta.comFashion Accessories$ 84,174[email protected]
+351 912 973 801 and 1 more +351 915 152 184
Porto34,147940kombina.ptSporting Goods$ 84,165[email protected]+351 21 592 0236Lisbon28,445941maray.ptFootwear$ 84,121
[email protected] and 1 more [email protected]
+351 21 397 0879 and 1 more +351 919 354 885
Lisbon24,348942barnofmonkeys.comClothing Broad$ 84,072
[email protected] and 1 more [email protected]
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Lisbon18,472944escutismo.pt$ 84,022[email protected]7,355945anje.pt$ 84,022[email protected]
+351 22 010 8068 and 4 more +351 289 862 902,
+351 22 010 8000,
+351 239 496 374,
+351 22 010 8023
15,146946taboadella.comBeverages$ 84,022[email protected]
+351 232 244 000 and 1 more +351 967 116 877
5,882947meliestore.com
Clothing Broad and 1 more Women's Apparel
$ 83,992[email protected]
+244 923 987 798 and 2 more +351 937 484 707,
+351 21 607 2724
70,960948gracebabyandchild.comChildren's Apparel$ 83,962[email protected]
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Outfits and 1 more Seasonal & Festive Shops
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Clothing Broad and 1 more Footwear
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+351 966 605 525 and 3 more +351 913 087 650,
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182,171972reparacaomobile.ptConsumer Electronics$ 79,708[email protected]
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Portimão15,033973semente.pt$ 79,299
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Loures7,734978sandberg.pt$ 78,525
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47,534979citrina-plants.com
Foods and 1 more Gardens & Yards
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+351 234 429 253 and 1 more +351 239 798 420
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+351 22 110 5758 and 1 more +351 938 020 622
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[email protected] and 1 more [email protected]
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[email protected] and 1 more [email protected]
Porto35,781996aperitivofaro.pt$ 77,473+351 968 623 85811,206997nosseceramics.comToys$ 77,408[email protected]+351 249 148 9479,151998mudstore.netSporting Goods$ 77,408[email protected]Porto6,812999meshlabel.comFashion Accessories$ 77,327
[email protected] and 1 more [email protected]
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+34 963 91 72 65 and 1 more +351 963 917 265
35,6051001totenart.pt$ 77,241
+34 963 91 72 65 and 1 more +351 963 917 265
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https://www.koreatimes.co.kr/www/tech/2024/05/129_172172.html
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en
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GM, Renault face labor trouble
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[
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[
"박진혜"
] |
2015-01-21T17:05:00+09:00
|
GM Korea and Renault Samsung are grappling with new labor challenges. GM Korea’s union for temporary employees has filed a class action lawsuit claiming that the company should switch its members’ status to permanent workers, while members of Renault Samsung’s union says outsourcing threatens their job security.
|
https://www.koreatimes.co.kr/www/images/koreatimes.ico?202004
|
koreatimes
|
https://www.koreatimes.co.kr/www/tech/2024/08/419_172172.html
|
By Park Jin-hai
GM Korea and Renault Samsung are grappling with new labor challenges.
GM Korea's union for temporary employees has filed a class action lawsuit claiming that the company should switch its members' status to permanent workers, while members of Renault Samsung's union says outsourcing threatens their job security.
Fifty-seven members of the GM Temporary Workers Union from all three of its plants — Bupyeong, Gunsan and Changwon — filed a representative class action lawsuit with the Incheon District Court on Tuesday, claiming that they should be acknowledged as permanent workers.
Lee Young-su of GM Temporary Workers Union's Bupyeong chapter says they are facing massive layoffs since the company has put temporary workers at the top of the layoff list.
"A total of 3,200 temporary workers are on the verge of losing their jobs," he said.
Its Gunsan plant, which was hit hard after GM pulled its Chevrolet brand from Europe that the plant had been exporting, has received a suggestion from the company that it should change from the current two-shift system to one, and "in-source" jobs that had been done by the temporary workers to permanent workers.
In April, the Gusan plant, blaming the loss of production, shed 350 temporary workers in exchange for maintaining the two-shift system.
"In just a few months, the company repeats the rhetoric and is trying to press for the single-shift system. If so, almost all 650 temporary workers will have to leave. But, we don't see that it will end there. Rumors had it that a similar thing will happen at the rest of the plants as well."
The Supreme Court ruled that the Changwon plant's hiring of temporary workers in February 2013 was illegal. In December of last year, the Changwon District Court also acknowledged employment status for five of the Changwon plant's temporary workers should be that of a permanent worker, since although they were hired by the company's subcontractors, they received orders from the company, not from the subcontractors.
"Although the court ruled the Changwon plant's hiring of temporary workers was illegal, and acknowledged five of its temporary workers as permanent workers, nothing has changed ever," he added.
"They received no response from the company and continue to work as temporary workers with their employment threatened."
Renault Samsung, which has been enjoying brisk local sales and export of its Nissan Rogue SUV, is also having conflicts with its union members.
The company, starting from Feb.1, is outsourcing its power train team, comprised of 25 people.
But the labor union says it is invalid since the decision was made without agreement with labor, and fears that it will be a signal of massive layoffs to come.
"The unilateral decision for outsourcing and structural reform is a means of layoffs," said a union member of the company. "It holds little water that at a time when the company's local car sales and export increase, the company is having structural reform."
The union plans to continue to hold protests during lunch and in the evening until Friday, calling for holding meetings with the employment security committee, which the company agreed to hold in case of employment changes.
However, the company says outsourcing is helping increase the job security of workers.
"The power train team doesn't require expertise and, in consideration of managerial efficiency, we decided to outsource the jobs. Those people who were on the jobs will be transferred to different positions," said a company official.
He said that it is not the start of layoffs, but just the relocation of jobs.
한국지엠 비정규직 "불법파견 중단, 정규직화" 촉구
한국지엠 부평·창원 비정규직지회는 20일 인천 한국지엠 부평공장 앞에서 기자회견을 열고 한국지엠 비정규직 근로자의 불법파견 중단과 정규직화를 촉구했다.
이들 조합원 30명은 회견에서 '지난해 현대·기아자동차와 한국지엠 창원 비정규직 근로자들은 원청 상대 불법파견 소송에서 승소했다'며 '이는 법원이 차량 생산 과정에서 정규직과 혼재작업 여부를 불문하고 불법파견을 인정한 것'이라고 주장했다.
이어 '한국지엠은 창원공장 불법파견에 대한 대법원의 확정판결이 나와도 어떠한 사과나 조치를 하지 않고 있다'며 '한국지엠은 더는 불법파견을 외면하거나 숨기지 말고 사내하청 비정규직 근로자를 정규직화해야 한다'고 요구했다.
이들은 이날 한국지엠 군산, 부평, 창원 비정규직 근로자 58명이 한국지엠을 상대로 비정규직 근로자 파견의 불법 여부에 대한 소송에 들어간다고 전했다.
이들은 지역사회의 연대를 촉구하는 한편 한국지엠의 대응에 따라 불법파견 행위를 규탄하는 집회 등을 이어갈 방침이다. (연합뉴스)
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https://hbr.org/2002/01/saving-the-business-without-losing-the-company
|
en
|
Saving the Business Without Losing the Company
|
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[] |
[] |
[
""
] | null |
[
"Carlos Ghosn"
] |
2002-01-01T05:00:00+00:00
|
How do you transform a company without destroying its identity? As the turnaround at Nissan shows, you have to respect the dignity of your people even as you challenge them to overturn deep-seated traditions.
|
/resources/images/favicon.ico
|
Harvard Business Review
|
https://hbr.org/2002/01/saving-the-business-without-losing-the-company
|
It was in March of 1999 that I got the call from Louis Schweitzer, CEO of Renault, asking me if I would be willing to go to Tokyo to lead a turnaround at Nissan, the struggling Japanese motor giant. The two companies had just agreed to a major strategic alliance in which Renault would assume $5.4 billion of Nissan’s debt in return for a 36.6% equity stake in the Japanese company. The combined company would be the world’s fourth largest carmaker. On paper, the deal made sense for both sides: Nissan’s strength in North America filled an important gap for Renault, while Renault’s cash reduced Nissan’s mountain of debt. The capabilities of the two companies were also complementary: Renault was known for innovative design and Nissan for the quality of its engineering.
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https://www.marketscreener.com/quote/stock/RENAULT-4688/company/
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en
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Renault: Shareholders Board Members Managers and Company Profile
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Renault: Company profile, business summary, shareholders, managers, financial ratings, industry, sector and market information | Euronext Paris: RNO | Euronext Paris
|
en
|
MarketScreener
|
https://www.marketscreener.com/quote/stock/RENAULT-4688/company/
|
Market Closed - Euronext Paris
Other stock markets
11:29:56 2024-08-16 am EDT 5-day change 1st Jan Change 41.36 EUR +0.34% +2.02% +12.07%
Business description: Renault
Renault is one of the world's leading automobile constructors. Net sales break down by activity as follows:
- sale of vehicles (91.9%): 2.2 million passenger and commercial vehicles sold in 2023, distributed by brand between Renault (1,548,748), Dacia (658,321), Renault Korea Motors (21,980), Alpine (4,328) and other (1,968);
- services (8.1%): financing services for vehicle sales (purchasing, renting, leasing, etc.; RCI Banque), related services (maintenance, warranty extension, assistance, etc.) and mobility services.
At the end of 2023, the group had 38 industrial sites worldwide.
Net sales are distributed geographically as follows: France (29.2%), Europe (49.3%), Americas (8.7%), Eurasia (6.1%), Asia/Pacific (3.5%), Africa and Middle East (3.2%).
Number of employees: 105,497
Sales by Activity: Renault
Fiscal Period: December20192020202120222023
Automotive
- - - 43.22B 48.28B
AVTOVAZ
3.9B 3.23B 3.56B - -
Automotive (Excluding AVTOVAZ)
49.11B 37.83B 40.51B - -
Sales Financing
3.42B 3.16B 2.95B 3.25B 4.2B
Mobility Services
- 20M 26M 38M 47M
Intersegment Transactions
-897M -768M -837M -115M -149M
See all business segments
Geographical breakdown of sales: Renault
Fiscal Period: December20192020202120222023
Europe (Excluding France)
22.94B 17.32B 18.84B 21.87B 25.82B
France
13.58B 12.02B 13.14B 13.81B 15.3B
Americas
4.44B 2.49B 3.43B 4.35B 4.56B
Eurasia
7.42B 6.92B 6.54B 1.9B 3.21B
Asia Pacific
- - 2.69B 2.7B 1.81B
Africa & Middle East
- - 1.57B 1.76B 1.67B
China
127M 124M - - -
Africa-Middle East-India-Asia-Pacific
7.04B 4.6B - - -
See all geographic segments
Managers: Renault
Director TitleAgeSince
Thierry Pieton DFI
Director of Finance/CFO 54 16-05-31 Sales & Marketing 58 18-10-31
Benoit Amirault TRE
Treasurer - -
Philippe Buros SAM
Sales & Marketing 63 14-08-31 Corporate Officer/Principal 61 77-12-31
See RENAULT governance
Members of the board: Renault
Manager TitleAgeSince
Eric Personne BRD
Director/Board Member 61 12-10-31
Richard Gentil BRD
Director/Board Member 56 12-10-31
Frederic Barrat BRD
Director/Board Member 52 95-09-30
Yu Serizawa BRD
Director/Board Member 66 16-12-11
Miriem Bensalah-Chaqroun BRD
Director/Board Member 61 17-06-14
Composition of the Board of Directors
Shareholders: Renault
NameEquities%Valuation
Government of France
15.01 %
44,387,915 15.01 % 2 154 M €
NISSAN MOTOR CO LTD
15.00 %
44,358,343 15.00 % 2 152 M €
Renault SA Employee Stock Ownership Plan
3.787 %
11,198,833 3.787 % 543 M €
RENAULT
1.796 %
5,310,961 1.796 % 258 M €
Magallanes Value Investors SA SGIIC
0.8207 %
2,427,005 0.8207 % 118 M €
NameEquities%Valuation
Hantz Financial Services, Inc.
0.004271 %
63,156 0.004271 % 612 866 €
RhumbLine Advisers LP
0.000725 %
10,725 0.000725 % 104 075 €
PNC Investments LLC
0.000012 %
181 0.000012 % 1 756 €
GAMMA Investing LLC
0.000004 %
65 0.000004 % 631 €
List of RENAULT shareholders
Holdings: Renault
NameEquities%Valuation
NISSAN MOTOR CO LTD
38.92%
1,521,704,927 38.92% 4,917,267,735 $
RENAULT
1.80%
5,310,961 1.80% 257,695,051 $
Company details: Renault
Renault SA
122/122 bis avenue du Général
92100, Boulogne-Billancourt
+33 1 76 84 04 04
http://www.renaultgroup.com
Group companies: Renault
NameCategory and Sector
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Change 5d. change 1-year change 3-years change Capi. ($) +0.34%+2.02%+11.00%+25.60% 12.21B+3.27%+12.13%+15.78%+39.84% 249B+0.84%+3.94%-11.99%-19.07% 63.5B+0.32%+2.56%-18.06%+0.33% 56.02B+0.61%+1.41%-17.24%-53.07% 54.48B+1.03%+4.23%+38.09%-14.41% 50.94B+2.42%+11.55%+7.61%+35.08% 51.44B+3.47%+2.94%+77.57%+261.74% 48.09B+0.48%+4.06%-11.01%-21.92% 41.78B+5.81%+4.94%+37.24%+17.51% 41.47B Average +1.82%+4.96%+12.90%+27.16% 66.94B Weighted average by Cap. +2.26%+7.24%+12.70%+29.33%
See all sector performances
Trading Rating
Investor Rating
ESG Refinitiv
B
More Ratings
Sell Buy
Mean consensus
BUY
Number of Analysts
20
Last Close Price
41.39EUR
Average target price
58.86EUR
Spread / Average Target
+42.22%
Consensus
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|
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https://www.automotivemanufacturingsolutions.com/renault-nissan-aims-for-automation/31274.article
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|
Renault-Nissan AIMS for automation
|
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] |
[] |
[] |
[
""
] | null |
[
"Nick Holt",
"Ian Henry",
"Megan Kelly"
] |
2010-09-01T16:37:00+00:00
|
As foreign carmakers continue to build new plants in India, the changing balance of low labour cost and automation must be revisited, as evidenced at the new Renault-Nissan plant in Chennai
|
en
|
/magazine/dest/graphics/favicons/favicon-32x32.png
|
Automotive Manufacturing Solutions
|
https://www.automotivemanufacturingsolutions.com/renault-nissan-aims-for-automation/31274.article
|
As foreign carmakers continue to build new plants in India, the changing balance of low labour cost and automation must be revisited, as evidenced at the new Renault-Nissan plant in Chennai
AMS talked to Marc Nassif and Akira Sakurai about the ‘automation development’ of the Chennai plant and how the carmakers have united their respective skills under the Alliance Integrated Manufacturing System (AIMS) umbrella in order to plan for the future of the facility. AMS: Chennai is an automotive hub in India, but what were the special reasons that prompted Renault-Nissan to locate its new factory there?
MN: I was here at the beginning. We looked at the three regions of carmaking in India, we decided on Chennai due to the logistics and the overall infrastructure, power, water. The workforce availability is also very good. Local and national government policies also really support the industry here in Chennai.
We ruled out Delhi simply because we wanted to be near the sea, for logistic reasons – we still receive material from abroad and 60% of Micra production will be exported. Chennai has two ports, one in the city and one 20km further north. The second is under development, but that will give us a choice of routes.
AS: The location of the port is a very important factor, when you consider the export of our production. From the beginning, we will be exporting our cars as we are looking at large volumes from the outset.
AMS: New Micra will be the first 'flagship' car that you make fully in Chennai. Will the Koleos CUV and Fluence saloon remain SKD, or could they move into full production?
MN: In Renault and Nissan, we have two different types of cars being made here in India. We have Micra, which will be fully-produced in India, plus a B-segment car from Renault which be a high-volume car in India. We have said that starting in mid-2011, over the next two years, we will launch five cars. Looking at the markets, we expect the first two to have volumes of between 2,000 and 12,000 units per annum. The Koleos, a high-end CUV with a range of world-class features, will sell approximately 2,000upa. This model will be assembled in India but not sourced here. With Fluence, considering volumes of 10,000upa, we can start thinking about some localisation of component sourcing, but not a great deal.
Very few manufacturers in this segment are localising parts sourcing in any large numbers. Due to the low volumes, even some of our competitors have very few localised-to-India components. For our part, we build cars here not only to avoid the high customs duty, but also as a guarantee to our buyers that the cars will have full service and parts support here.
AMS: You sourced your automation equipment from some traditional partners, ABB, etc. Did you put out tenders to many local robotics developers or other regional technology companies?
MN: One example of local sourcing on our assembly line comes from PARI, a company based in Pune. This is a departure from our usual machinery sourcing policies, but we have not only taken PARI in Chennai, but also for a new line producing engines in Europe, at Cléon (a major Renault powertrain plant), near Rouen, France. Sourcing equipment in Chennai has been a great opportunity for the Alliance to discover new suppliers. Our objective here is to be the most ‘Indian’ that we can be.
In addition to sourcing machinery, the Alliance also has two ‘logistics platforms’. These are for sourcing and shipping components from Pune and Chennai for Renault and Nissan plants abroad.
AS: Our policy is to source machines locally as much as possible, depending on quality, cost and speed of delivery. The lack of import duty and the exchange rate can also favour buying locally.
AMS: Can you tell us about how line automation was specified? Did you use an integrator to specify all the production equipment or did you insist on certain suppliers for these machines?
AS: In the bodyshop, we used the Nissan Tool and Machine Plant Division as integrators to specify machines. Renault and Nissan divisions worked together to make an Alliancestandard plant layout and meet specification. The actual planning and implementation was led by Nissan Tool and Machine Plant Division. As much as possible we try to utilise existing company resources.
AMS: Did you have engineers from Japan to implement the ‘Nissan Way’ of conveyor and production cell technology and layout?
AS: There is tremendous synergy here. Some engineers came from Japan and also some from Renault in France. MN: Taking the paintshop as an example, this is not a turnkey that we awarded to a paintshop builder. We took the pre-treatment cells from Geico, with a team of experts from Renault to advise; this is an area of operations where Renault holds the expertise. The rest of the paintshop has been built by Taikisha, working with the Nissan team. We take the best skill sets from the Alliance and put them together with the best suppliers. We prefer this approach to buying a full turnkey production cell, as we have better control over the cost and the specification.
This means that the total paintshop was built by three groups; we developed the building, the pre-treatment was done by Geico and the finishing line by Taikisha.
AMS: Backing up to body-in-white, can you tell us how the procurement strategy works in buying robots, for example? Are these specified by yourselves or are you guided by your integrator/cell builder?
AS: We would make these decision between Nissan and Renault. Our Process Engineering Division has a team which discusses the situation and specifies some of the machinery buying. An example of this is in roller hemming; ABB had already developed a roller hemming cell system for a Renault plant, so it was an obvious choice for us at Chennai. We made some modifications to increase flexibility to suit our production method, which is more of a random-order production system. We are not fixed in our choice of robots and other machines. If it is appropriate, we are open to looking at new suppliers.
AMS: You have built in a lot of flexibility, with the highspeed jig changeover capabilities. Can you tell us exactly how this works?
AS: With our ‘random production’ method, we often have to make changes based on the platform or model. These can be made in batches as low as a single unit. We need the capability to be able to accommodate up to four different platforms and eight different upper bodies. To cope with this, we have brought jig changeover time down to 10 seconds, the same time it takes for the body to advance between stations. This is a similar system to the line in Sunderland, UK – which I helped to install.
Of course in Sunderland, there are more robots and automation, but the principle is the same. Fixture points for the jigs are moved manually in Chennai, as they are in our plant in China. We have copied the best practice in this area from China. The system is designed to allow additional automation in the future; the pallet system we use is very flexible and will allow us to increase the number of stages, extend the lines and install more robots quite easily.
AMS: Your material handling equipment - lifters, handlers, etc. Are these machines helping you to keep automation lower, by helping workers to handle larger parts without automating sections of the conveyor?
AS: Again, for this we took a lot of best practice from China; the Dongfeng Nissan plant is a model for us, in using manual handlers to help the operators work efficiently and safely.
AMS: Can you tell us about the conveyor systems in use - skillet, power-and-free, chain etc? Overhead conveyors, C-carriers, etc?
AS: We use pin-type locators for mounting the body-inwhite to the conveyor. Based on this, we have installed a highly-flexible system, from Korean overhead conveyor maker Hyundai Heavy Industries. They have done very well, delivering and installing within the scheduled time. We use a standard pallet conveyor system in the bodyshop; this is an Alliance-standard system. This system was designed and made by Nissan Tool and Machine Plant Division. They purchased the parts from many sources, in Korea, China and Thailand. Some parts of the system are assembled and tested in Japan and then shipped to India as per the AIMS policy.
AMS: With regards to power tooling, are all your assembly stations using automated fastening systems or are you using some manual fitting without measurements?
AS: The best example of this is the marriage station, where the body meets the powertrain. Half of the fasteners are located and mounted manually, so you might call this a semi-automated procedure. As to fastener measurement, we have adopted torque recording by wireless communication to centrally-controlled PLCs and we also record and monitor turn counting.
AMS: How sequenced and demand-driven is your production scheduling? To what extent are you building for stock and how much to dealer and customer orders?
AS: In India, the domestic market output is 100% random; it is built to order. The difference between build-to-order’ in India and elsewhere is that the customer in India will not wait for his or her car, they want it immediately. This means the build orders are based on dealer predictions. We call our dealers our intermediate customers.
AMS: What is your experience of the workforce in Chennai?br />br /> Are you impressed with their technical proficiency and enthusiasm?
MN: Every time I visit the new plant, I am impressed by the keenness of the workforce, their creativity and desire to learn new skills. The ability of the teams to develop new ideas and new training modules is unique, in my experience. This is very encouraging and important from the Alliance perspective, since the Chennai facility is the first greenfield plant for the Renault Nissan Alliance and also the first where the Alliance Integrated Manufacturing System is being implemented from start-up.
|
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https://leadiq.com/c/renault-group/5a1d7cba2400002400569bbf
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Renault Group Company Overview, Contact Details & Competitors
|
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Learn more about Renault Group's company details, contact information, competitors, and more. Find accurate contact data easily with LeadIQ. Book a demo today.
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en
| null |
Electric Vehicle Expansion Renault Group is expanding its electric vehicle portfolio, with plans to develop all-electric minicars and a Creta-sized electric SUV. This expansion presents a sales opportunity to cater to the growing demand for environmentally friendly vehicles.
Automated Logistics Facility Renault has unveiled a 'new-generation' automated logistics facility equipped with systems from Exotec. This development highlights the company's investment in advanced technology, offering a sales opportunity for automation solutions providers.
Innovative Talent Collaboration Renault Group prides itself as the home of innovative talents worldwide. Collaborating with such a forward-thinking company offers a sales opportunity for technology providers looking to partner on cutting-edge projects.
Award-Winning Sustainability Focus Renault received prestigious awards for Environment, Health, Safety (EHS) Excellence and Water Management, showcasing its commitment to sustainability. This recognition presents a sales opportunity for eco-friendly products or services aligned with Renault's values.
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https://www.seagullscientific.com/resources/customer-success-groupe-renault/
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BarTender Customer Success
|
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Automaker Renault transforms Benelux distribution hub with operators implementing changes using BarTender leading to reduced errors and smooth labeling operations.
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/media/1033/bartender-icon.png?width=60&height=60&v=1d80668560911b0
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https://www.seagullscientific.com/resources/customer-success-groupe-renault/
|
The Challenge
Renault’s site in Boom, Belgium occupies a strategic position as the company’s European Distribution Center (EDC) for the Benelux region. The facility employs nearly 90 employees in a warehouse covering an area of 17,000 m2, stocking more than 33,000 different items, which are shipped from France and then sent on to 330 sites. “We decided to develop a new solution to meet the various process challenges Renault was facing,” explains Renault’s Benny Moons, coordinator and pilot on the Alliance Production Way (APW), a production standard developed at the Boom plant for the brand’s global facilities. “And there were many challenges.”
The facility’s high production rates and immense number of reference parts created challenges in cost, quality and lead times. Renault’s goal for the project was to streamline the picking process, making it as easy as possible for the operator to select parts by implementing the logo and hangers, for example. They also sought to increase automation and improve control of the label printing process for the 33,000 or so references in stock, creating a lean labeling system and reducing the potential for error.
Renault was looking for an up-to-date label printing system. Print operators had been working with four thermal printers, and printing to four colors of label media stock, each color corresponding to one of the four areas of the warehouse.
The technology was limited in production speed and volume, and there were concerns about delays and backlogs. The company sought an automated system that was userfriendly, flexible and quick to implement — the company couldn’t afford delays or backlogs during the system’s deployment.
Solution: A simple, effective system
Renault approached PHI DATA, whose LabelEasy solution incorporates BarTender. “We delivered a new high-speed, highresolution, full-colour printing solution to Renault,” said Wouter Theunis, project manager at PHI DATA. “Together, we chose BarTender Automation Edition, printing to two Epson color printers. The system included a Datalogic fixed scanner, with all components situated together on a custom-built metal frame.
“We use BarTender because it’s the most optimized labeling solution by far — it’s Windows-based, and provides easy integration with any ERP system.”
Now, the team at Renault’s Boom facility manages only one adaptable label file that automatically prints the specific data needed for each label. For example, an icon has been added to labels that are reprinted to indicate that the products are in stock, or need to be delivered urgently. Color coding is more efficient — on-demand color printing differentiates between the four areas of the warehouse, instead of inefficient and expensive colored label media.
The label data is supplied in a CSV file, and is saved to a SQL database. The Layers feature in BarTender allows for conditional printing — BarTender uses the database to determine which layers are turned on or off at print time, and then sends the label to the printers, which print at speeds as high as 300 mm per second.
As each label is printed, it’s also scanned for verification, and its data transferred to a SQL database. “We compare the printed and scanned data for accuracy,” said Theunis. “We’ve built a script that checks every print job that’s been sent to the printers, confirming it’s actually been printed. We create an audit trail, recording which printer was used, and what time the label was created.”
“Our customers appreciate the user-friendliness of the software,” Theunis added. “As a long-time integrator and partner, we also appreciate the technical support we get from Seagull.”
Benefits
“We wanted to optimize and modernize our system, and we succeeded,” says Moons. “Our labeling is high quality, and operators can now easily make changes to labels themselves using BarTender.”
“LabelEasy bundles everything together, so now Renault now has a single point of contact, a great added value for them,” adds Wouter Theunis.
The new system has reduced errors. “The operator prints the delivery notes, first by creating a database,” said Moons. “The BarTender software then analyzes this database and, depending on the fields filled in, designated logos and colors are added, considerably reducing the number of errors we experience. Then, after the printing phase, all labels are scanned and verified to ensure that everything is printed correctly.”
“Quality is extremely important to us and by adding icons and a barcode to our delivery notes, we have been able to increase the overall quality and efficiency of our processes,” said Moons.
PHI DATA built Renault a complete solution that includes hardware, software and services, giving it the flexibility it needs for continued growth. And the LabelEasy deployment includes a planned delivery and maintenance schedule.
“Working with PHI DATA and BarTender has been a positive experience, and we are already looking forward to our next project,” said Moons.
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https://www.linkedin.com/company/renault/
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LinkedIn
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https://media.licdn.com/dms/image/v2/D4E0BAQGUVGawWLyAAw/company-logo_200_200/company-logo_200_200/0/1718352649200/renault_logo?e=2147483647&v=beta&t=1zACp7xgQi4OnmqjswjZdK0t1xpHVNFfQudtM5osa6Q
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Renault | 591,228 followers on LinkedIn. From the very beginning, Renault has built cars that bring drivers closer to what matters. Where others chased ever more complex technologies, we focused our innovation on our drivers' real needs as well as those of the future, creating cars that enhance our lives and leading the way in electric mobility. And now it's time to take things further, by looking closer at where we are...
|
en
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https://static.licdn.com/aero-v1/sc/h/al2o9zrvru7aqj8e1x2rzsrca
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https://fr.linkedin.com/company/renault
|
From the very beginning, Renault has built cars that bring drivers closer to what matters. Where others chased ever more complex technologies, we focused our innovation on our drivers' real needs as well as those of the future, creating cars that enhance our lives and leading the way in electric mobility. And now it's time to take things further, by looking closer at where we are... It's time to discover the unlimited potential of the world on our doorstep. And it's time to move towards innovative mobility solutions that put the focus on where we are, and make more of what we have — our resources, our talents and our communities. This is #LaNouvelleVague.
Industry
Motor Vehicle Manufacturing
Company size
10,001+ employees
Type
Privately Held
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https://timesofindia.indiatimes.com/business/international-business/renault-to-invest-320-million-hire-550-workers-to-make-electric-vans-in-northern-france/articleshow/108877442.cms
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Renault to invest $320 million, hire 550 workers to make electric vans in Northern France
|
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[] |
[] |
[
"Volvo",
"Sandouville",
"Renault invest",
"Northern France",
"new-generation",
"Flexis",
"electric vans"
] | null |
[] |
2024-03-29T16:53:00+05:30
|
International Business News: SANDOUVILLE: French car maker Renault plans to invest 300 million euros ($323.
|
en
|
The Times of India
|
https://timesofindia.indiatimes.com/business/international-business/renault-to-invest-320-million-hire-550-workers-to-make-electric-vans-in-northern-france/articleshow/108877442.cms
|
A SIP calculator is a simple tool that allows individuals to get an idea of the returns on their
This financial tool allows one to resolve their queries related to Public Provident Fund account.
When investing in a fixed deposit, the amount you deposit earns interest as per the prevailing...
The National Pension System or NPS is a measure to introduce a degree of financial stability...
|
|||||
7314
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dbpedia
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2
| 29
|
https://www.industriall-union.org/renault-workers-in-brazil-on-strike-for-more-than-25-days
|
en
|
Renault workers in Brazil on strike for more than 25 days
|
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[] |
[] |
[
""
] | null |
[] |
2024-06-04T11:34:15+02:00
|
Workers at the Renault Horse factory in São José dos Pinhais have been striking for improved health and safety conditions since 7 May, calling on the employer to return to the negotiating table.
|
en
|
/static/icons/apple-touch-icon-57x57.png
|
IndustriALL
|
https://www.industriall-union.org/renault-workers-in-brazil-on-strike-for-more-than-25-days
|
Workers at the Renault Horse factory in São José dos Pinhais have been striking for improved health and safety conditions since 7 May, calling on the employer to return to the negotiating table.
Members of the Gran Curitiba Metalworkers' Union (SMC), part of the National Confederation of Metalworkers (CNTM), affiliated to IndustriALL, went on strike for improved conditions for assembly line workers. The union says that without enough workers, the heavy workload becomes heavy. Employees are given only 5 per cent of their total working time to rest or use the bathroom, which SMC says this puts workers' health and safety at risk.
The union’s key demands include:
the recruitment of an additional 300 workers to meet production demand and make up for recent layoffs
improvements to the health insurance scheme
a better employee profit-sharing plan
an increase in the value of the basic consumer basket provided by the company
As the company failed to provide solutions and to engage in a dialogue, the union had no choice but to submit its demands through two hearings at the regional labour court in Brazil. The union has repeatedly stated that it is open to negotiate with Renault for a safer working environment, which would also improve the company's productivity and competitiveness. However, it says that Renault has not been willing to engage in a dialogue on the issue.
SMC president Sergio Butka says:
“The path to democracy is through dialogue. The company absolutely must come back to the negotiating table and discuss occupational health and financial issues with workers. All changes within the company should be discussed with and agreed by all parties to find better solutions.“
In a letter, IndustriALL reminde the Renault Group and the Renault Group Works’ Council signed a global framework agreement in 2013, where they jointly committ to promote workers' rights and sustainable development. In 2019 an agreement on the quality of working life was signed, which offers the possibility for, and encourages the launching of, new initiatives and seeks to find appropriate pragmatic solutions to improve employees' life at work, through the negotiation of local agreements.
Says IndustriALL general secretary Atle Høie:
|
||||
7314
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| 85
|
https://www.business-standard.com/industry/news/renault-india-reaches-1-mn-production-milestone-at-tamil-nadu-plant-123061400643_1.html
|
en
|
Renault India reaches 1 mn production milestone at Tamil Nadu plant
|
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"production infrastructure",
"Renault India Pvt Ltd",
"Tamil Nadu plant",
"Renault S.A"
] | null |
[
"Press Trust of India",
"Business Standard"
] |
2023-06-14T16:52:07+05:30
|
France-based automaker Renault has reached a milestone by producing 10 lakh vehicles at its Tamil Nadu plant, a top official said here on Wednesday.
|
en
|
https://www.business-standard.com/favicon.ico
|
https://www.business-standard.com/industry/news/renault-india-reaches-1-mn-production-milestone-at-tamil-nadu-plant-123061400643_1.html
|
(Only the headline and picture of this report may have been reworked by the Business Standard staff; the rest of the content is auto-generated from a syndicated feed.)
|
|||||
7314
|
dbpedia
|
3
| 6
|
https://www.renault.ps/en/discover/RenaultGroup.html
|
en
|
Renault Palestine
|
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[] |
[] |
[
"Renault",
"car"
] | null |
[] | null |
en
|
../images/favicon.ico
| null |
Our people, our brand
|
||||||
7314
|
dbpedia
|
0
| 26
|
https://issuu.com/renault/docs/atlas-renault-march-2014-en
|
en
|
Atlas Renault March 2014 English
|
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[] |
[] |
[
""
] | null |
[
"Renault Follow this publisher"
] |
2014-07-02T10:53:48+00:00
|
Atlas of Renault. March 2014. English
|
en
|
/favicon.ico
|
Issuu
|
https://issuu.com/renault/docs/atlas-renault-march-2014-en
|
Welcome to Issuu’s blog: home to product news, tips, resources, interviews (and more) related to content marketing and publishing.
Here you'll find an answer to your question.
|
||||
7314
|
dbpedia
|
2
| 87
|
https://www.carmagazine.co.uk/features/car-culture/renault-classics-walkthrough-12-decades-of-history-from-turbo-to-megane/
|
en
|
A potted history: 12 decades of Renaults that matter
|
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[] |
[] |
[
""
] | null |
[
"Gareth Evans"
] |
2018-04-17T12:21:00+01:00
|
We walk you through 120 years of Renault history
|
en
|
CAR Magazine
|
https://www.carmagazine.co.uk/features/car-culture/renault-classics-walkthrough-12-decades-of-history-from-turbo-to-megane/
|
This practical, cleverly designed family car proved incredibly popular for Renault – more so than it was really prepared for. A European Car of the Year win early in its lifecycle helped, but even so at one point the firm’s Douai plant was pumping out cars at a rate of 2,500 a day. They’d expected demand to be under 500…
Decade 11: 2008-2018
The most recent period in Renault’s history and the motoring landscape is changing. Car firms are scrambling to launch cleaner and more efficient vehicles, and the alliance with Nissan allowed Renault to capitalise on this by taking technology developed in the Leaf and installing it in the Clio platform to create the Zoe BEV.
Until this point there hadn’t been a normal-looking pure-electric car for those who don’t want to stand out. It’s an indication that the sands are shifting as EVs move towards the mainstream.
Decade 12: 2018-on
What’s next for Renault? We’re expecting a new Clio in 2019 and the long-awaited Alpine A110 project will hit roads before 2018 is out, but it’s the company’s electrification strategy and development of autonomous technology that’s likely to play the biggest role. Oh, and Mitsubishi’s joining the Renault-Nissan party too, so we can expect platform-sharing abound.
|
|||||
7314
|
dbpedia
|
0
| 71
|
https://myntransportblog.wordpress.com/2014/08/
|
en
|
August 2014 – Myn Transport Blog
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[
""
] | null |
[
"Author Jeroen"
] |
2014-08-28T19:04:20+02:00
|
20 posts published by Jeroen during August 2014
|
en
|
https://secure.gravatar.com/blavatar/2d37d3f0fe7c8cebd7b6dd14d7fb4fb294b60496035e10408e02f8999dcecb32?s=32
|
Myn Transport Blog
| null |
Plaxton
1907-plaxton-model-t-charabanc
is a builder of bus and coach vehicle bodies based in Scarborough, England. The Plaxton of today is the successor to a business founded in Scarborough in 1907 by Frederick William Plaxton. It became a subsidiary of Alexander Dennis in 2007.
History
Beginnings
The business was founded as a joinery workshop, and expanded into building contracting. As a building contractor, Plaxtons built a number of notable buildings in Scarborough. Soon after World War I Plaxtons diversified and began to build charabanc bodies on Ford Model T chassis. Of more importance at the time was the construction of automobile bodywork. This included bodywork for Rolls-Royce, Sunbeam and Daimler, but principally for Crossley car chassis. This activity continued through the 1920s, but the depression of 1929-1933 created difficulties for manufacture of luxury automobiles. As a result, the manufacture of charabanc, and later coach bodies became more important through the late 1920s and early 1930s. Customers during this time tended to be local to the Scarborough area, Scarborough being a popular seaside resort.
1930-37-seater-bus-coach-type-a3
Coaches of the 1930s
By 1936 the company felt justified in construction of a large new manufacturing facility in Seamer Road, Scarborough. This allowed increased production, and Plaxtons became popular with many independent operators throughout Northern England. Many of these operators purchased their vehicles through independent dealers, rather than directly from the factory. In this regard, Plaxton’s sales were through Lancashire Motor Traders Ltd of Manchester and Arlington Motor Co Ltd of London. The company became known as F.W. Plaxton & Son by 1937, as the founder’s son, also named Frederick William joined the company at the age of 18. FW Plaxton junior was to be known as Eric to avoid confusion with his father.
Plaxtons built a number of different coach designs through the 1930s, until settling on a distinctive house style. The style typically consisted of a very rounded front profile at the windscreen area with side windows that sloped backwards at the front, were upright at the centre, and sloped forward at the back. Bodywork for the Bedford WTB chassis was particularly distinctive, sloping severally from the bottom of the front wheel arch to the roofline, leaving the “bullnose” radiator grille protruding. The rear also sloped prominently. The WTB chassis was very popular choice for operators at that time, together with the Dodge RBF and SBF. Leyland and AEC chassis were also popular for larger coaches, notably the Leyland Tiger and AEC Regal.
On the outbreak of World War II in 1939, coach production halted and the factory was turned into a munitions factory under the control of the Ministry of Aircraft Production. Many records from the early years were lost when an incendiary bomb set fire to the Seamer Rd factory in 1943 causing much damage. As the factory was under control of the Ministry of Works, production continued in the open air whilst a replacement was constructed. Some adjacent land was loaned by a market gardener who subsequently joined the board years later.
1946-leyland-tiger-plaxton-body
1950s
Production restarted at the end of 1945, and in 1951 the business was registered for the first time as a private company, Plaxtons (Scarborough) Ltd.
Two new models were exhibited at the 1950 Commercial Motor Show, with names instead of model codes for the first time. The Envoy was for traditional front-engined chassis, and featured a full-front cab with a vee-pattern windscreen, and aluminium trim across the lower part of the radiator grill extending round squared-off front corners to the wheel arches. The Crusader, which could be built on front-engined or the new underfloor-engined chassis, had a more upright front profile, with curved glass panels at the windscreen corners, and in most cases an enlarged side window with sloping pillars between this and the entrance. On front-engined chassis the Crusader employed the Envoy’s front trim. Both Envoy and Crusader were produced to the new maximum dimensions of 30 ft (9.1 m) by 8 ft (2.4 m), and many examples were originally fitted with rear wheel spats.
1948-aec-regal-lll-9621e418-plaxton-ha324z
The Envoy was short-lived, perhaps partly because of the obsolescence of most of the chassis types for which it was intended, while the Crusader was rapidly overtaken by a further new underfloor-engined model – the Venturer. The Venturer combined the front of the Crusader with more restrained and conservative styling, and proved so popular that it wasn’t long before a version was produced for front-engined chassis (mostly lightweight Bedfords and Commers) with a rather more raked frontal appearance. By the time the Mark II version appeared at the 1952 show, the Venturer was Plaxton’s standard model.
1949-plaxton-sentinel-2
The Venturer II had a common front profile for all models, together with a standard dash panel featuring a four-part radiator grille with a central cross within an oval outline which also embraced the headlamps. A rear-end revision marked the launch of the Venturer III in 1954, and the following year a version was produced for underfloor-engined chassis with the entrance ahead of the front axle. This required a return to a more vertical front profile, and meant that there were now three variants of the Venturer – front engined, underfloor-engined with a centre entrance and underfloor-engined with a front entrance. This three-variant approach, established with the Venturer, continued throughout the life of the succeeding Consort model and into the Embassy era, although the relative importance of the three versions varied significantly over the years.
1950-bedford-ob-etl221-plaxton-29-seater-coach-with-28hp-petrol-engine
The Consort was first shown at the 1956 Commercial Motor Show. It was a development of the Venturer, but in place of the previous oval the four-part grill was now enclosed by a near-trapezoidal outline (though actually hexagonal), wider at the top than the bottom, with the headlamps outside. Trim was revised to be much squarer in outline, featuring ribbed brightwork, and the curved rear quarter lights, first standardised on the Venturer III, were now incorporated into the main window line. However, a year later the Consort II was announced, re-introducing the oval grill outline of the Venturer – but now surrounding a plainer grill with chrome flash across the middle – while the trim lines so recently squared up were softened once again. The evident popularity of the oval- shaped grill then ensured its survival as a Plaxton hallmark for many years to come.
1952-bussen-commer-avenger-with-plaxton-envoy-bodywork
In 1957 the founder of the company, F.W. Plaxton Senior, died, and was succeeded as Chairman by his son Frederick Jnr, though known as Eric.
In 1958 Plaxtons were approached by Sheffield United Tours (SUT) with a requirement for a new crisper design of coach body. The result was the first Panorama body. The main feature of the Panorama design was the large, fixed rectangular side windows. A vertical front from the contemporary Consort II design was used, with the door ahead of the front axle. The 1958 Panorama was entered into the British and the Nice coach rallies, winning top awards at both events. The first six Panoramas, designated “Panorama Pioneer” by SUT, were built on AEC Reliance chassis and seated 36 passengers.
1956-plaxton-consort-bus-brochure-bedford
The production version of the Panorama, with 41 seats as standard, was introduced at the 1958 Commercial Motor Show, as an addition to the existing range, available in one form only – on underfloor-engined chassis with the entrance ahead of the front axle. In common with the new Consort III and IV, it had a new silver-effect dished oval grill with a chrome flash through the middle, and a curved windscreen with a central division. The original Panorama’s short window immediately behind the entrance door was removed and encapsulated into the first bay, and the difference in level between the waistline and the rear window was accommodated by a stylish “kick-up” at the rear. The design then received minor modifications over the next two years.
1957-aec-reliance-plaxton-consort-c41c-bodied
Consort IV variants with the entrance further back, together with the smaller Consort III, were able to use a windscreen with even greater curvature, but it was the Panorama which was the trend-setter, becoming a strong influence on the development of British coach styling for years to come.
1960s and 1970s
Plaxton became a public company in January 1961.
For the 1961 coaching season the Consort IV evolved into the Embassy, the main change being that the windows now tapered inwards towards the roof rather than being vertical. At the same time a new version of the Panorama was created, using the same shell as the Embassy but with fewer window pillars.
The new Panorama boasted a completely new front, featuring a slight peak overhang above the windscreen (which was now optionally undivided), a small grill at the bottom of the front panel, and for the first time double headlights. Embassy bodies on underfloor-engined chassis shared some or all of these features, depending on the entrance position. However, because the standard offering in the underfloor-engined sector was now the Panorama, most Embassy bodies were built on lightweight front-engined chassis – particularly the Thames 570E and Bedford SB. In this form, with the entrance behind the front axle, the Embassy retained the dished oval grill and wrap-around windscreen of the Consort IV. The rear of both Panorama and Embassy comprised a two-piece curved glass window that wrapped around to meet the rearmost side pillars, and the lights were contained in a single unit with a fin-like top rather like the rear of the Ford Anglia 105E saloon.
36-foot (11 m) versions of both models were introduced, on Leyland Leopard and AEC Reliance chassis, as soon as legislation allowed, and were 8 feet 2.5 inches (2.502 m) wide. The first 36-foot coach in Britain was a Panorama delivered to SUT in 1961. However, while the extra length gave a real boost to the Panorama’s appearance – with the falling roofline making the vehicle look even longer than it actually was – the extension of the Embassy by two additional window bays was less satisfactory. So much so that when a “multi-windowed” Embassy II, in the livery of Bloomfields Coaches of London, appeared on the newly introduced Bedford VAL 36-foot chassis at the 1962 Commercial Motor Show, the reaction was so negative than no more of this type were built.
Alongside the Bloomfields VAL on the Plaxton stand was a further revised Panorama. This was an altogether much larger looking vehicle than before, with deeper windows all round, the waistline curvature radically reduced to a point where it was almost straight, a new rear window interchangeable with the windscreen, and a reduction in the number of window pillars on 36-foot versions. Because of the adverse reaction to the “multi-windowed” Embassy, from 1963 all 36-foot Plaxton coach bodies used the new Panorama shell, with windows of large size whether fixed or opening, although, as previously, the Panorama name was restricted to underfloor-engined coaches with fixed glazing and entrance ahead of the front axle. Of the non-Panoramas, by far the most popular model was the new production body on the Bedford VAL chassis, which retained the large oval grill because of the front-mounted radiator, and was simply named Val.
The Embassy name was now being used for what were effectively two separate models. For underfloor-engined chassis there was a 36-foot body using the Panorama shell (built mainly for the Wallace Arnold Group), and for 30-foot (9.1 m) and shorter front-engined chassis the original short-windowed body was updated with a pronounced reverse-rake peak over the windscreen as the Embassy II. For the 1964 season the latter was substantially redesigned as the Embassy III, catching up in several respects with the development of the Panorama, but introducing a new near-rectangular grill which signalled the beginning of the end for the familiar Plaxton oval.
The Plaxton coach range which appeared at the 1964 Commercial Motor Show had been extensively revised with assistance from the Ogle design consultancy. Waistrails were virtually straight, and rooflines distinctly shallower. On the new Panorama (later to become Panorama I), a wide chrome trim band wrapped around the front and encompassed the first window bay on either side. The trim then swept upwards to the roof line and neatly terminated on the air scoop at the roof line. The window pillar on the first bay was noticeably thicker than the others and gave the impression of size that managed to enhance the appearance of the whole vehicle. The front grill was revised and basically split in two horizontally. Twin headlights were on each side of a panel that contained ventilation louvres at the top with the lower part being the actual grill that spanned the width of the vehicle. This grill was to become standard with little change until the Supreme IV of 1978. Again a bit of a Plaxton that was instantly recognisable and a familiar sight throughout Britain. The rear featured two large 9″ circular rear lights each side arranged vertically, and the entrance door was now the forward in-swinging type.
For the first time the Panorama was offered on all chassis types, including Ford R226 and Bedford VAL, looking particularly well-suited to the latter, where the chrome trim on the first window bay harmonised with the twin steering axles below. There was even a Panorama for the Bedford SB and Ford Thames 570E, although here the thickened window pillar was absent, and the chrome trim did not extend across the front of the vehicle.
In addition to the Panoramas, a more basic series of models was offered, with windows of similar size, but with simpler trim and top sliding vent windows instead of forced air vents. Initially these were built on Bedford and Ford chassis only and named variously as Val, Vam (on the new Bedford VAM chassis) or Embassy IV. However, when the Panorama was renamed Panorama I for the 1967 season, the less expensive “bread and butter” models became available on all chassis types as the Panorama II. The Panorama I in particular sold extremely well.
The Panorama cab was used in 1967 on a government commission of seven Bedford SB3 chassis mobile cinema units. With the height of these units being nearly 13 ft (4.0 m) the roof of the cab opens up into a very unusual looking perspex dome extension, somewhat altering the usual sleek lines of Plaxton’s Panorama. One of the seven units still remains in preservation, having been restored as a vintage mobile cinema.
1957-albion-aberdonian-with-plaxton-b45f-body-one-of-two-delivered-to-armstrongs-of-ebchester
Plaxton launched a new design – the Panorama Elite – at the 1968 Commercial Motor Show in London. This essentially set the basic design of British coaches for the next 14 years. The design was stylish, with long sleek lines and gentle curve in the vertical plane. The windows were gasket glazed and the glass gently curved in the vertical plane to suit the body curve. The rear again used the large soup plate lights of the Panorama I, and the front grill was also from the Panorama I.
1957-plaxton-consort-bodied-bedford-sb-ywe-388
The Panorama II was still available until 1970 with a large batch built for Midland Red
The interior of The new Panorama Elite was to the usual high standard that everyone had come to expect from a leading coachbuilder like Plaxton. It made more use of laminate than before but this was tastefully specified & well balanced. The interior skirt panels, racks and front cabinet made extensive use of this easily worked & easy to maintain material. The analogue clock in the front dome was flanked either side by small square controllable air vents. The dashboard was improved and made use of a panel of rocker switches in front of the driver with each switch designation lighting for night time operation. Previous dashboards hid the switches in places inaccessible whilst moving. Ventilation was again improved though using the same design of moulded air output & light assembly as the final version of the Panorama I. The racks were trimmed with laminate instead of using vinyl like material from the previous design.
1958-albion-aberdonian-plaxton-consort-ii-c41f
The first major update of the Panorama Elite was unveiled at the 1970 Commercial Motor Show at Earls Court London. The changes though relatively subtle were very relevant to a product that had so far enjoyed wide acclaim and sale.
The Panorama Elite II range built on the success of the Panorama I and Panorama Elite. The front grill was squared up although it still used the same twin headlight layout. The first bay on the near side was tidied up so the top of the window was in line with all the other side windows. Parcel racks were redesigned so the supply of fresh air and light output was more readily available. The service units were now mounted front to back instead of side to side and were much slimmer to maximize on headroom when leaving the seats. Crash padding was provided along the inner side of the racks in the form of black PVC squares filled with padding. The dashboard was again improved as was the front cabinet. The rear of the vehicle still used the soup plates from the previous range.
1961-aec-2mu3rv-reliance-with-plaxton-highway-dp41f-body
The Panorama Elite III was the last in the Elite series. Improvements continued to the basic Elite design; this included rear lighting, rear emergency door and subtle changes to the front grill. The rear emergency door was brought about by changes in legislation and did improve the offside appearance of the Elite, however some early MkIIIs were completed with front emergency doors. The rear lights abandoned the soup plates in favour of tall lozenge shaped lights and the name badges were re-located from between the side bright metal strips at the back to the front just behind the front door.
1961-aec-4mu3ra-reliance-with-plaxton-panorama-c44f-body
All three marques of the Elite range were available with bus grant specification front doors and interiors, although this option was late for Panorama Elite and only a few built. It was however a very popular option for the MkII and MkIII. To complement this destination blinds were also available in both the front grille and on the roof or front dome for front radiator chassis. This became known as “the Bristol Dome” due to the popularity of orders from the National Bus Company for coaches on Bristol RELH and REMH chassis.
1961-bedford-j4-plaxton-consort999-ppl.
The major competitor for the Panorama Elite III was the Duple Dominant launched at the 1972 Commercial Motor Show in London. The Duple was of all steel design and built at Duple’s Blackpool factory. The Dominant had many of the design cues of the Panorama Elite and that could be because the managing director at that time was an ex Plaxton employee. The Dominant sold well but never caught up with the Elite. The mere fact that at the 1972 Commercial Motor Show only one Dominant was available due to a long strike at the Blackpool factory couldn’t have helped much. The launch of the Dominant was at Lake Guarda in Italy and was Duple’s most important launch for years.
By the time the final version of the Panorama Elite III was built around 6,000 of the Elite series bodies had been produced.
1961-ford-thames-570e-plaxton-c41f-coachwork-was-carried-by-335-335bwb
Development of a new coach range to supersede the Panorama Elite commenced in 1974 and was to be called Panorama Supreme, however the Panorama part was dropped in favour of simple Supreme. This series of bodies was to have a long development process as both the factory and work force wasn’t equipped for all-steel production at this stage.
1961-ford-thames-trader57oe-trj731-plaxton-c41f
At first the Supreme was designed to replace the ageing Panorama IV that was produced on the Bedford VAS and SB chassis for up to 41 passengers. The design for that coach went back to the Embassy body developed in the early 1960s. It had been re-vamped in the early 1970s and given an upright front and rear like the Elite III. Being front engined it had a centre door and still retained the Panorama I–style square cornered flat glass windows.
1962-bussen-commer-commando-plaxton-c30f-seats
The Supreme was to herald (nearly) all steel construction. Wood fillets still held the panels in place and in some areas wood was sandwiched in “U” shaped steel. It would be 1978 before true all-steel construction was achieved.
Some early MkIII Supremes were all-metal. The body number of the all-metal versions had the final letters AM standing for “all-metal”. Many of the AM bodies were exported to Holland and Denmark, a fact supported by the 1977 Supreme brochure and the 1982 centenary book Plaxtons The Great British Coachbuilders.
1962-plaxton-bodied-aec-reliance-326
There was to be six marques of Supreme (Seven including Mini Supreme). Development was protracted as the builder was careful not to compromise their market leading position. Supreme I was a 29-seat coach on a Bedford VAS chassis with a standard Plaxton in-swing door located behind the front axle. Supreme II was on the 35 seat Bristol LHS chassis powered by a Leyland 400 series engine. The door located forward of the front axle in the usual place. Supreme III was the first full size coach although there seemed to be some development confusion and the actual marque of the initial standard length coaches is not clear however most of the late P and earlier R-reg bodies seemed to be the Mk III. There were no identifying numbers added to the badging.
1963-bedford-j2sz10-with-plaxton-embassy-20-seat
As styling development commenced it was realised that to design another coach to match the success of the Panorama Elite series was to be a challenge. Looking at the existing range of Panorama Elite III it was decided to use the Elite’s most striking feature, notably the size of the windows and the curves that departed in every direction. The front of the coach was to follow closely with Elite by utilising the same double headlights with a panel between them (although the centre panel depended on the chassis requirements). The slats again horizontal but were fewer in number and thicker. The sides of the grill were squared up and were of stainless steel and not aluminium. A chrome bumper with 5 mph (8.0 km/h) overriders at the bottom with two steps to allow access to the windscreen. Pantograph wipers with speed control were added. The dome was slatted on the early models but was not popular so was removed and simplified from Supreme IV. The side profile again had angles going in all directions although the main change to the side was that the windows curved into the cant rail almost like the Mercedes O302 bodies. The effect was to catch the light and highlighted the whole coach at roof level. The rear was like Panorama Elite with vertical lozenge shaped lights but the units themselves were slightly bigger, squared, more definite.
1963-bedford-val14-bmx296a-with-plaxton-val-c52f-body
The interior had been updated with a new dashboard and a driver’s locker, non-reflective laminates and a re-designed front cabinet. The lift up roof vents and light clusters containing the speakers were almost like those of the final Panorama Elite III. Some very early Supremes had wood interior domes like Panorama Elite however this was changed from wood surrounding the clock to having ABS mouldings in black. The ceiling was of laminate that was bordered by chrome trim.
The racks though went through several important stages before the final design that would see Supreme through to the series.
1963-plaxton-panorama-bedford-val14
Rack design on Panorama Elite, II and III contained window demisters. Those racks were joined to the cant rail and laminate was used as trim to connect the window edge to the rack. On Supreme the first versions used the same technique but the racks were swaddled in crash protection on each side of the passenger service unit that was fitted front to back. The service unit used were the same as the Panorama Elite, two controllable vents and a reading light with a rocker switch. The cushioning had a four pointed star engraved into it at intervals. From the Mk III the racks had flatter sides that had no connection to the cant rail. The demisters were located on the edge of the rack within a laminate strip. The PVC or maybe ABS material that coated the underneath of the rack was usually black. This was the final design of rack and saw Supreme through to the end of the series. Those racks utilized flatter service units with eyeball vents and a flat lens on the reading light.
1963 bedford val-plaxton-panorama-uk
The Supreme Mk IV was introduced to the market at the International Motor Show at Birmingham in 1978. The main update was that construction was now all steel, frontal design was completely different from the past 14 years. The headlights were now rectangular and mounted above each other with side lights and indicators in the same cluster. The grill was not so prominent and various options were available as a package. So now the range consisted of Supreme IV, Supreme IV Express and Supreme IV GT. The GT option ushered in a distinctive grill design with a smart dual chrome flash, tinted windows and better sound system and soft trim to the ceiling to name a few “standard” extras.
1965-batch-of-leyland-leopards-with-was-specified-centre-entrance-plaxton-panorama-bodies
Supreme V had a completely different rear design showing the styling of the next range that was probably under development. Tall heavily featured light clusters that were tinted to look dark were fitted vertically between the boot lid. The rear window was a one piece design. The seat backs were no longer visible from outside the coach. The rear nearside had been tidied by removing the smaller windows. The improvements were also copied onto the high floor Viewmaster model with the exception of the shallow rear window.
1965-bedford-val-with-plaxton-body
The Supreme was also manufactured as a semi-integral on a DAF chassis. Around 20 were built. They were rear engined and the rear panel design was different from the Supreme V as it has vents and had odd shaped moulding around the rear window. As a semi-integral the body was required to support the full weight as there were no chassis members to support the body. Opening the side lockers luggage could be piled in one side and extracted from the other as nothing was in the way so it was very cutting edge technology. It is said that 2 of these survive today. The bulk of the 20 were exported, mainly to the Netherlands, the left hand drive version had a tapered front to meet Dutch swept turning-circle requirements.
1965-ford-thames-570e-with-plaxton-c41f-bodywork-purchased-uk
Final Supreme offering was the Supreme VII and sometimes referred to as Jubilee Supreme. This model was the least successful Supreme being an option for one season alongside the Supreme V. The panoramic windows had been replaced by a higher window line that was better suited to the long distance market. Around 100 were built. The actual idea of the high window design was possibly in reaction to the Duple Dominant III that had shallow trapezoidal windows like an Austin Princess headlight of the mid-1970s.
1965-bedford-VAL-panorama-bus-3
The Supreme series like the Panorama I and Panorama Elite were simply a success from the outset winning many orders from small, national, and some international operators. It entered most fleets in large multiples. The export market was addressed with left hand drive versions, some modified for the Dutch market and at least one was built on Deutz chassis. The dynamic approach of Plaxtons relationship with their customers requirements was a huge factor in the success of the Supreme.
The Paramount era
Main article: Plaxton Paramount
By the end of the 1970s the British coach scene was dominated by two similar vehicles – the Plaxton Supreme and the Duple Dominant. In the early 1980s coach services over 30 miles were deregulated and there was an increasing attempt by some operators to compete with the railways and airlines for express and intercity travel. As a result there was a move away from light-weight chassis by Bedford and Ford to heavier-duty chassis from Leyland and Volvo, and an emphasis on improved comfort and amenities. There was also a growing interest from operators in imports from Europe due to their stylish eye-catching designs that attracted passengers. In particular, designs from Neoplan and Van Hool received much attention.
1966-bussen-commer-plaxton-venturer
In response, Plaxton returned to Ogle Design to create a new look for their coach products. The result was the Plaxton Paramount, which appeared at the 1982 British Motor Show. The Paramount was a squarer design than the Supreme, with cleaner lines, a flatter roof line and a distinctive “feature window” just behind the front wheelarch. The use of the “feature window” was a return to a trump card played by the Ogle-inspired Panorama/Panorama I first seen in 1964. From there the waistline sloped down to meet the deeper windscreen. Initially there were two versions, the Paramount 3200 (available in 8, 10, 11 and 12-metre lengths) and the high-floor Paramount 3500 (available in 11 and 12 metre lengths) to replace the successful Viewmaster. Around 30% of Mark I Paramounts were the 3500 high-floor option, a greater proportion than had been anticipated. The rear of both versions were similar to Supreme V and VI but all else was new.
1967-bedford-j2sz10-with-plaxton-c20f-bodywork
In 1984 the design was adapted to produce the Paramount 4000 double-decker coach, initially built on Neoplan underframes. The design later appeared on chassis by Volvo, Scania and DAF.
1968-bedford-VAL-panorama-bus-2
The Paramount II launched for the 1985 season brought a tidier frontal appearance. (See the picture with the Paramount 4000) Gone was the black plastic moulding below the windscreen and the “hole” like appearance of the centre of the grille between the lights. The rectangular headlights were retained within a bright silver like surround. Other modifications included deeper parcel racks that were capable of supporting air conditioning. A tweed like material was used to cover the interior skirt and a large part of the racks.
1969 Bedford-VAL-plaxton-panorama-ii-uk
A “low driver” option was available for the 3200. This was useful for touring however the driver lost the commanding view of the road ahead. The driver sat low in the body so the passengers have a better view ahead. The windscreen from the 3500 was used on this version of the 3200, the headlights being lower to the road than usual.
1986 saw the final and most elegant version of Paramount, the MkIII. According to brochures it was even stronger than the Paramount II. The sloping front window was gone and in its place a stepped front window that formed the first bay. In the glass Plaxton’s “castle” logo was etched, the rear window contained a blind like decal at the base with a castle badge in the centre. The dashboard consisted of a moulded cabinet, ceasing the use of wood and formica of earlier versions of Plaxton coaches since the Panorama’s. In the centre of the black finished cabinet was a large castle logo. Airline-style locker doors were now available on the parcel racks to further give a sleek appearance like a 747.
1970-bedford-val-plaxton-dons-tour-brochure-photo
In 1989 Plaxton responded to a request from the privatised National Express for a further version of Paramount III to be leased to its contractors by a joint venture of Plaxton, National Westminster Bank and National Express. The Paramount Expressliner was created from the MkIII Paramount on a Volvo chassis and was tailored to NBC’s specific requirements. NBC specification included a closed back with the double N logo etched into the fibre glass rear moulding. This period of coach design seemed to introduce the windowless rear as a design feature for most coaches.
Henlys and a new beginning
The mid-1980s brought difficult times for Plaxton. A decline in orders due to the economic climate was compounded by management and production problems. The seasonal nature of coach production made recruiting difficult. In March 1987 Plaxton was taken over by Kirkby Bus & Coach, who were Plaxton’s largest dealer. Kirkby soon invested in modernising the Scarborough factory and addressed some industrial relations problems. Kirkby also marketed the Hungarian Ikarus buses in the United Kingdom.
1970-ford-r226-with-plaxton-panorama-elite-c49f-bodywork
In 1989 Plaxtons bought Henlys, a company that included motor dealers and Coleman Milne, makers of hearses and limousines. The name of the company was changed to Plaxton Group PLC.
1970-plaxtons-seddon-pennine-iv-op
In July 1989 Plaxton bought the manufacturing rights for the coach products of its main domestic competitor, Duple for £4 million. This included the jigs for the Duple 300 and the Duple 425 integral. Duple Services Ltd., the spares and repair business, was also purchased. The 320 was re-worked by Plaxtons at Scarborough later in 1989 and 25 were built and sold as the Plaxton 321. Many components from the Paramount were used both internally and externally. Identifying traits being the squared up wheel arches and Paramount side mouldings. The 321 was around £6,000 cheaper than a comparable Paramount III. Further batches were considered but it is not known if they were actually built. The 321 was only available from Kirkby. The 340 with the higher floor was considered but none were built. A modified version of the 425 design was introduced in 1991 and was built by Carrosserie Lorraine, a French coachbuilder Plaxton had recently purchased from Iveco. Only 12 vehicles were manufactured, and Carrosserie Lorraine was subsequently closed in 1992.
The Dennis Dart, released in 1989, had been a runaway success, so in 1991 the Plaxton Pointer midibus was announced, this was quite a utilitarian, square body. This was followed by the Plaxton Verde, which Plaxton hoped would match the success of its smaller sister, but it failed to capture the market quite as much as the Pointer, and it was clear that the bus industry wasn’t buying 12m single-deckers in as large numbers any more. Later that year new coach bodies, the Plaxton Premiere and Plaxton Excalibur, were launched.
1971-aec-6u3zr-reliance-with-plaxton-panorama-elite-c30f-body
In May 1992, after a management shake-up, the company was renamed Henlys Group PLC.
Henlys pursued a strategy of diversification and expansion through the 1990s. The established bus bodybuilder Northern Counties was bought in 1995 for £10 million. The UK bus and coach manufacturing business, trading under the Plaxton brand, continued to produce a range of bus and coach bodywork. It also owned one of the largest UK coach dealers, Kirkby, and provided after-sales services to coach and bus operators.
In August 2000 a joint venture was formed with Mayflower, owners of the Dennis and Alexander brands. The joint venture, known as TransBus International, included only the United Kingdom bus manufacturing operations of both companies, including Plaxton and Northern Counties. Henlys held a 30% stake in the joint venture, which employed 3,300 employees at seven locations. The traditional brands of Alexander, Dennis and Plaxton were replaced by TransBus International. In 2004 Mayflower Group failed, and TransBus International went into receivership. An initial offer from the Plaxton management to buy the coach segment of the company was rejected by the receiver, but was later accepted when a senior TransBus manager and a consortium from Scotland composed of Brian Souter, owner of Stagecoach Group, his sister Ann Gloag, David Murray and Noble Grossart, agreed to buy the Alexander Dennis portion of the company.
Independent again
Thus the new company, Plaxton Limited, re-emerged as an independent company, employing almost 300 people at its main coach plant in Scarborough and a further 59 at its facility in Anston, which builds small buses and coaches such as the Beaver and Cheetah.
1971-leyland-plaxton-panorama-uk
In May 2005 Plaxton announced its return to the service bus market, launching the Centro, a low-floor single-deck vehicle initially to be offered on VDL SB120 chassis, in 10.7 m length, with the first bus completed in February 2006. The Centro is now available on the VDL SB180, VDL SB200, MAN 14.220 and Volvo B7RLE chassis, with 10.2 m and 12 m lengths also offered.
1972-aec-6u3zr-reliances-with-plaxton-panorama-elite-ii-c49d-bodies
The company also revealed the Primo, a 28 seat low-floor minibus, in September 2005. This 7.9 m long vehicle is powered by the Cummins ISBe Euro III engine, mounted transversely at the rear. The Primo frame is assembled in Hungary by Enterprise Bus, effectively a conventional chassis in most respects but one which extends up to cantrail level, before being shipped to Scarborough for completion.
Purchase by Alexander Dennis
In May 2007 Plaxton was purchased by Alexander Dennis. But as of late 2008, the Centro bodywork remained in production alongside with Alexander Dennis’s Enviro200 Dart and Enviro300.
1972-plaxton-malta-valletta
In 2008 the new Plaxton Elite was launched at Birmingham Euro Bus Expo and by 2011 had delivered 100 Elites. Originally based on the Volvo B12B chassis, it was later developed to suit the Volvo B9R and B13R chassis.
Products
Past
(All coach bodies unless noted)
Type A
D Series
Type F (full fronted)
Type J (half cab)
K Series
L Series
M Series
Q2
Envoy
Venturer I, II, III
Crusader Mk I, Mk II
Consort Mk I, Mk II, Mk III, Mk IV
Highway – (single deck bus)
Panorama
Embassy I, II, III, IV
Panorama I and Panorama II
Panorama Elite, Elite Express
Panorama Elite II, Elite Express II
Panorama Elite III, Elite Express III
Panorama IV (For Bedford SB and VAS)
Derwent, Derwent II (single deck bus)
Supreme I, II, III, IV, V, VI (1st version of Supreme for *Bristol LHS & Bedford PJK was to be known as Panorama Supreme)
Viewmaster (Britain’s first 3.5M coach)
Bustler – (single deck bus)
Paramount 3200, 3500, 4000, Mk I, Mk II, Mk III including low driving position option
(Plaxton Expressliner (Paramount III for National Express)
Derwent 3000 – (single deck bus)
Plaxton 321 (1989 version of the Duple 320 after takeover)
Plaxton 425 (post-takeover version of the Duple 425 built by French subsidiary, Carrosserie Lorraine)
Verde – for rear engined Dennis Lance, Volvo B10B and Scania N113 single-deck bus chassis
Excalibur – for Volvo B10M and Volvo B12T chassis
Premiere 320, 350 – for Volvo B10M, Scania K93, Dennis Javelin chassis amongst others
Prima – for Volvo B7R, DAF SB3000 chassis
Prestige – single-deck bus based on remodelled Northern Counties design
President – double-deck bus
Beaver / Beaver 2 / Beaver 3 – minibus for Mercedes-Benz van chassis
Pointer / Pointer 2 – for Dennis Dart/Dart SLF and Volvo B6/B6LE chassis
Paragon – for Volvo B10M, B12M and B12B, Dennis R-Series, MAN 18.310 and Irisbus EuroRider
Profile (10m and 12m)[7] – for Volvo B7R and Dennis Javelin chassis
Primo / Primo 2 – midibus based on the frame of Enterprise Bus Plasma
Centro – for VDL SB120, VDL SB200, MAN 12.240, MAN 14.220 and Volvo B7RLEsingle-deck bus chassis
Cheetah (8.5m)[8] – for Mercedes-Benz Vario van chassis
Current
Plaxton Paragon
Plaxton Centro owned by Centrebus, at the 2007 Longross bus rally.
Coaches
Elite (12.6m and 14m)
Panther (12.8m and 15m) – for Volvo B8R, B9R, B10M, B11R, B12M, B12B and B13R, Dennis R-Series, MAN 18.310, Irisbus EuroRider and Scania K-series
Leopard – for Volvo B9R and Volvo B8R
Buses
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MITSUBISHI SENIOR MANAGEMENT CHANGES(News Release)
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MITSUBISHI MOTORS for News Release,RENAULT-NISSAN-MITSUBISHI SENIOR MANAGEMENT CHANGES
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MITSUBISHI MOTORS
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https://www.mitsubishi-motors.com/en/newsroom/newsrelease/2018/20180727_1.html
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Effective August 1, 2018, Marie-Francoise Damesin will retire from her Human Resources leadership positions both at the Alliance and at Groupe Renault.
As regards to her HR position at the Alliance, Arun Bajaj is appointed Alliance SVP, Human Resources. He maintains his current responsibilities as Alliance Talent management and Nissan Human Resources. He will report to Carlos Ghosn.
As for her HR position at Groupe Renault, Francois Roger, who joined the company on June 1, 2018 as Deputy Director Human Resources for Groupe Renault, will be appointed Human Resources SVP, Groupe Renault. He will report to Thierry Bollore, Groupe Renault COO and he will join the Renault Management Committee.
Since 2014, as Alliance EVP for Human Resources, she participated in the development of the Alliance and its 450,000 employees through the establishment of the converged Human Resources function, the exchange of best practices, the increase of synergies and the development of talent management and diversity. During Marie Francoise Damesin's eight year tenure as head of Human Resources at Groupe Renault, she contributed to the HR strategy to develop a culture of innovation and engagement for the workforce. She put in place significant social agreements in various countries, including Cap2020 in France. In 2017, she received the Chief Human Resources Officer of the year award.
"I would like to thank Marie-Francoise Damesin for her contribution to Groupe Renault and the Alliance by supporting the sustainable performance of the companies and its 450,000 employees. Her full engagement, her loyalty and her drive have been key assets for the development of the Alliance member companies," said Carlos Ghosn, Chairman and CEO of Renault-Nissan-Mitsubishi.
Marie-Francoise Damesin
On April 1, 2014, Marie-Francoise Damesin, in addition of her responsibilities as EVP, Human Resources for Groupe Renault was appointed Alliance Executive Vice President for Human Resources reporting to C Ghosn . In this role, she was responsible for creating HR as a converged function, implementing common HR processes, finding additional synergies, exchanging on best practices and developing talent and diversity throughout the Alliance.
She began her career in 1979 as an in-house consultant at Compagnie des Wagons Lits & du Tourisme (CIWLT). In March 1984, she joined Renault SAS and held various management positions in the Organization, Marketing and Sales and Human Resources departments before joining Nissan Europe in 2001 as Vice President, Human Resources and General Affairs for the Europe Region. She was a member of Nissan Europe's Management Committee.
In November 2005, Marie-Francoise Damesin returned to Renault as Senior Vice President in charge of Communications for Renault. In November, 2010, she was appointed Groupe Renault Human Resources, Senior Vice President. She has been a member of the Renault management committee since 2005.In April 2011, Marie-Francoise Damesin joined the Executive Committee as Executive Vice President of Human Resources.
Marie-Francoise Damesin holds a MBA from ESSEC business school in France and a post-graduate degree from Paris-Dauphine University.
Arun Bajaj
Arun Bajaj was appointed Senior Vice President, Nissan Global Human Resources and Alliance Senior Vice President, Alliance Talent Management in 2015. In this role, he is responsible for ensuring that the Alliance identifies, attracts, develops and retains top leadership talent to drive business results both today and into the future. His team does this by implementing a full complement of talent management strategies across the Alliance member companies.
In 2003, Arun Bajaj was named General Counsel of Nissan Canada, Inc. and, in 2006, HR Director of Nissan North America, Inc. In 2008, he joined Nissan Motor Co., Ltd. (Japan) as General Manager, HR General Overseas Markets and, in 2010, as General Manager, Asia HR. In 2011, he was appointed Division General Manager, Global Talent Management, Asia HR and Infiniti HR. In 2014, he was named Corporate Vice President, Nissan Global Human Resources.
He began his career in 1995 as Legal Counsel at Ford Credit Canada, Limited and in 1999 was promoted to Legal Counsel of Ford of Canada.
Arun Bajaj holds a bachelor of Laws (LL.B) and a bachelor of Civil Law (B.C.L.) from McGill University in Canada. A native of Canada, Mr. Bajaj is based in Yokohama, Japan.
Francois Roger
Francois Roger joined Renault on June 1st, 2018 as Deputy to EVP, Human Resources Groupe Renault.
He spent his first years as a consultant in Total Rewards and Human Resources Management in Hay Management, now Korn Ferry Hay. Mr. Roger joined SC Johnson in 2000, as an international Compensation and Benefits Director and then held various International HR positions there. He joined Novartis in 2005 as Europe Head of HR for the animal health division. He has spent 9 years in General Electric Healthcare as a VP HR between 2008 and 2016. He supported various businesses and geographies. Lately, he was VP global Talent for BIC in Shelton, CT, USA where he supported all talent initiatives, talent acquisition, learning and development across the globe.
Francois Roger is graduated from Ecole de Management de Lyon (ESC Lyon) in 1995 in Finance and Human Resources.
About Renault-Nissan-Mitsubishi:
Groupe Renault, Nissan Motor Company and Mitsubishi Motors represent the world's largest automotive alliance. It is the longest-lasting and most productive cross-cultural partnership in the auto industry. Together, the partners sold more than 10.6 million vehicles in nearly 200 countries in 2017. The member companies are focused on collaboration and maximizing synergies to boost competitiveness. They have strategic collaborations with other automotive groups, including Germany's Daimler and China's Dongfeng. This strategic alliance is the industry leader in zero-emission vehicles and is developing the latest advanced technologies, with plans to offer autonomous drive, connectivity features and services on a wide range of affordable vehicles.
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https://www.renaultgroup.com/en/our-company/strategic-plan/
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Renaulution, Renault Group’s strategic plan
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Revolution: the third phase in Renault Group’s strategic plan.
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https://www.renaultgroup.com/en/our-company/strategic-plan/
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We reached our 2025 profitability target in 2022.
We generated €2.7 billion by end-2022 and are well on track to meet our €3 billion target in 2023.
And we have set our R&D spend above 8%.
The Renovation phase has started and is standing on firm ground.
The Group is now organised by brand, and this new configuration is producing results: Renault, Dacia and Alpine are now strong independent business units, and the Group has created Mobilize to take on the new challenges facing mobility. This reorganisation was the first step to streamline the Group around consumers’ needs and to transfer the focus to performance.
At the same time, we will market the best line-up in these past 30 years, with 25 launches from 2022 to 2025. This new range is designed to position the Group on the most profitable market segments while it aims for the smallest environmental footprint in its sector.
In 2023 we are embarking on the Revolution phase: our full transformation to tap into all the growth opportunities arising from the automotive sector’s reshuffle. Our ambition is to become a Next Gen automotive company.
5 value chains, 5 focused businesses
We know that our organisation needs nothing short of a full transformation. And it has started.
It involves creating two new entities (Ampere and HORSE Powertrain Limited, a joint venture with Geely) alongside the three existing ones (Alpine, Mobilize and The Future Is NEUTRAL). They are all centred around intrinsically profitable business operations, open to outside investment and built around a consistent array of technologies. They all have autonomous governance bodies and clear objectives. They are:
The Renault Group's traditional core business will continue to develop combustion and hybrid vehicles under the Renault, Dacia and Renault LCV (light commercial vehicles) brands, each with its own dedicated organization and governance. These activities are grouped together under the Power name.
Power will draw on the innovative, low-emission engines offered by HORSE Powertrain Limited, the new joint-venture of Renault Group and Geely and joined in June 2024 by Aramco ;
Ampere, an EV & Software pure player born from Renault Group to lead electric transition in Europe;
Alpine, a high-end zero-emission global brand with a racing pedigree;
Mobilize, built around a leading financial services company to enter the market of new mobility, energy and data-based services;
The Future Is NEUTRAL, the first 360° circular economy company in the automotive industry from closed loop in materials to battery recycling.
Renault Group, a team of teams
While agility and specialisation are key to supporting this transformation, our metamorphosis is also based on a common trunk and solid roots. Our expertise, our teams, our values and our commitments are the cement and the strength of the new Renault Group organisation.
A major technological and industrial group built around a portfolio of benchmark, complementary entities and brands, with the ambition of being a next generation automotive company.
A committed group that encouragenovation that is fair in economic, environmental and social terms, for more sustainable, safe and accessible mobility.
A 100% digitised group that we want to be more efficient and that concentrates its energy on the most strategic and value-creating missions:
Setting the medium- and long-term strategic course, and the sustainable development trajectory;
Supporting all the entities and business;
Delivering economies of scale and synergies;
Encouraging innovation and transforming skills;
Ensuring consistency across the board, including the Alliance.
Power, the traditionalcore business of Renault Group.
We bring together within Power:
ICE & hybrid passengers cars of the Renault brand;
ICE & hybrid passenger cars of the Dacia brand;
LCVs and the technology and service revolution afoot in this segment.
In addition, on 31 May 2024, Renault Group & Geely created HORSE Powertrain Limited, the world leader in powertrains, to develop a range of efficient, low-carbon internal combustion and hybrid engines and contribute to the decarbonisation of mobility, by combining the technological, manufacturing and R&D assets of the two companies. A joint venture in which Aramco will acquire a 10% stake, bringing its capacity for innovation and its technological expertise in synthetic fuels and hydrogen. See "Our five specialised entities" below.
Light Commercial Vehicles : a revolution for professionals
To meet the growing need for low-carbon and efficient logistics, Renault Group is developing two game-changing projects in the LCV business. The Group relies on solid foundations, with more than 5 million vehicles in Europe, an ecosystem of over 600 dedicated Pro+ dealers, 4 plants and the most up-to-date line-up by 2026.
A response to the challenges of the energy transition for light commercial vehicles and last-mile logistics
Renault. Group, Volvo Group and CMA CGM have created Flexis SAS, a joint venture of three champions in their respective fields, for the development and production of an entirely new generation of electric vans and associated services.
The new company benefits from the agility of a start-up, combined with the expertise of three leaders:
Renault Group, European pioneer of electric vehicles, leader in light commercial vehicles and expert in LCV software and industrial processes with its Sandouville plant;
Volvo Group, a leading truck manufacturer and expert in customized services;
CMA CGM, logistics specialist, notably for the automotive industry, and a benchmark in decarbonizing supply chains.
Thanks to these different and complementary areas of expertise, Flexis SAS will meet the new expectations of professional customers in terms of electrified vans, linked to climate change, the weight of ever-changing regulations on CO2 emissions, and the boom in e-commerce and related logistics.
Based in France, the company will be launching a new generation of electric vans in 2026, based on a "skateboard"-type platform, offering high modularity at a competitive cost and real advances in terms of safety. For customers, the new Software-Defined Vehicle electronic architecture will reduce the overall cost of ownership by 30%, and enable the integration of unprecedented activity management and performance monitoring functionalities.
Together, the three partners aim to pioneer and lead the European market for electrified vans, which is set to triple by 2030 thanks to the boom in e-commerce.
To find out more, click here.
Building a pioneer ecosystem for hydrogen mobility in Europe:
HYVIA, Renault Group’s joint venture with Plug revolving around hydrogen mobility, pooling the first’s engineering and industrial assets with the second’s expertise in hydrogen. Hyvia aims for 30% of the hydrogen-powered LCV market by 2030, in Europe and a cumulated order intake of €1 billion by 2026.
.
Renault Group has created with Amperedesigned to lead European race for electric mobility in terms of competitiveness and technology. Ampere will design, engineer, manufacture and market under the Renault brand all-electric passenger cars that people can afford. It combines the best of both worlds– the know-how, strengthand legacy of Renault Group with the agility of an innovation-driven organizationthat solely focuses on electric vehicles. Genuinely unique, it is packed with:
State-of-the-art technologies built along 15 years of Renault leadership in European EV market, including 2 BEV native platforms.
Outstanding software capabilities, proven by one of the best infotainment systems in the market.
Based in France, Ampere will be a full-fledged OEMandwill drive innovation with around 11,000 employees -35% of whom are engineers.Sustainable by design, Ampere isestablished with a plan to embed ESG principles throughout its value chain - in the products and services developed by the company, as well as in its processes, promoting a circular economy with low carbon emissions.
To get started: 4 cars by 2025
Ampere will be the key to boost the Renault brand and usher it into the new era of electric and connected vehicles, driven by Renault brand 98% awareness and field presence with 4,700 dealerships all over Europe.
It will provide the technology and organisation to turn Renault into an all-electric brand in Europe by 2030, and support Renault Group’s aim to achieve carbon neutrality in Europe by 2040 and worldwide by 2050.
Ampere will tender a first line-up of 7 electric vehicle models: Renault Scenic E-Tech electric and Renault Megane E-Tech electric, soon followed by the future Renault 5, Renault 4 and Twingo E-Tech electric, will embark the next generation of electric technology. With two more innovative EVs to come in the following years.
The entity will offer a revamped customer journey “tailor-made” for electro-mobility: the choice to go digital or physical; a smooth charging experience with a dense European network; an increased residual value thanks to full lifecycle management and SDV upgradeability.
Ampere is a growth story, shooting for +30% compounded annual revenue growth rate (CAGR) between 2023 and 2031. With 80% of its investments already behind for the first 4 vehicles, it targets free cash-flow breakeven as early as 2025, and 10%+ operating margin in 2030 onwards.
Renault Group will remain Ampere’s majority shareholder.
As part of the strengthening of the partnership between the Renault-Nissan-Mitsubishi Alliance members, Nissan announced in February 2023 its intention to invest up to 15% in Ampere, with the aim to become a strategic investor and to accelerate new business opportunities in Europe.
Headed by Luca de Meo, CEO Ampere, the entity relies on a multi-skilled leadership team that brings together people from within Renault Group as well as further beyond in the automotive industry, and international tech companies. To know more about Ampere’s executive team :
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NISSAN MOTOR CORPORATION
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Find career opportunities at Nissan Motor Company. Learn about global, dynamic, diversified and integrated culture of Nissan. Apply for a job at Nissan.
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https://www.renaultgroup.com/en/finance-2/key-figures/
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Renault Group
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Find out the key annual and half-yearly figures, monthly sales, capital breakdown, revenues, income statements, dividends, stockholder structure.
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https://www.renaultgroup.com/en/finance-2/key-figures/
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STRUCTURE AT DECEMBER 31, 2022
(1) For information on the change in the voting rights held by the French State.
(2) The portion of shares held by employees taken into account in this category corresponds to shares held by current and former employees in the FCPE mutual funds, as well as to registered shares directly held by the employee beneficiaries of bonus share allocation as of the 2016 allocation plan, pursuant to Article L. 225-102 of the French Commercial Code.
(3) Including shares held under the liquidity contract set up by the Company since 1 July 2022.
STRUCTURE AT DECEMBER 31, 2021
(1) The portion of shares held by employees and former employees that are taken into account in this category corresponds to shares held in the FCPE mutual funds as well as to registered shares directly held by the beneficiaries of free shares as of the 2016 allocation plan.
STRUCTURE AT DECEMBER 31, 2020
STRUCTURE AT DECEMBER 31, 2019
STRUCTURE AT DECEMBER 31, 2018
STRUCTURE AT DECEMBER 31, 2017
STRUCTURE AT DECEMBER 31, 2014
NO SIGNIFICANT CHANGES OCCURRED IN THE RENAULT GROUP’S STOCKHOLDER STRUCTURE IN 2014.
NISSAN: NISSAN FINANCE CO. LTD. CANNOT EXERCISE THE VOTING RIGHTS ATTACHED TO THESE SHARES.
TREASURY STOCK: THESE SHARES DO NOT CARRY VOTING RIGHTS.
AT DECEMBER 31, 2005
LATEST MAJOR CHANGE IN CAPITAL STRUCTURE: ON JULY 28, 2003 THE FRENCH STATE FURTHER REDUCED ITS INTEREST. FOLLOWING THE SALE, IT HOLDS LESS THAN 16% OF RENAULT’S SHARE CAPITAL. CAPITAL OWNERSHIP REMAINED STABLE IN 2005. THE FRENCH GOVERNMENT'S STAKE WAS REDUCED FROM 15.65% TO 15.33% AFTER IT ISSUED BONUS SHARES ON SEPTEMBER 20, 2005 TO CURRENT AND FORMER EMPLOYEES WHO SUBSCRIBED TO THE 2002 OFFER.
NISSAN: NISSAN FINANCE CO. LTD. CANNOT EXERCISE THE VOTING RIGHTS ATTACHED TO THESE SHARES.
TREASURY STOCK: THESE SHARES DO NOT CARRY VOTING RIGHTS.
AT DECEMBER 31, 2002
IN H1 2002, TWO MAJOR TRANSACTIONS SUBSTANTIALLY ALTERED THE OWNERSHIP STRUCTURE: NISSAN TOOK A 15% STAKE AND THE FRENCH STATE SOLD PART OF ITS HOLDING THROUGH A PRIVATE INSTITUTIONAL PLACEMENT.
NISSAN: NISSAN FINANCE CO. LTD. CANNOT EXERCISE THE VOTING RIGHTS ATTACHED TO THESE SHARES.
AT JULY 31, 1996
RENAULT PRIVATIZED ON JULY 15, 1996. FRENCH STATE REDUCES ITS HOLDING TO 46%.
PSG AND ASG: SHARES HELD PURSUANT TO SPECIAL AGREEMENTS: PARTNER SHAREHOLDERS GROUP (PSG, 5% IN NOVEMBER 1994) AND ASSOCIATED SHAREHOLDERS GROUP (ASG, 6% IN JULY 1996, ON PRIVATIZATION).
AT NOVEMBER 17,1994
RENAULT MAKES AN INITIAL OFFERING OF 28.1% OF ITS CAPITAL STOCK.
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https://alliancewd.wd3.myworkdayjobs.com/renault-group-careers/assets/logo
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With its iconic cars, futuristic concepts, Formula One success and pioneering electric vehicles, Renault Group is a world-renowned automaker and mobility provider. We are an international company with strong French roots and a rich history of innovation. With our four exciting brands: Renault, Dacia, Alpine and Mobilize, and with the strength of our unique Alliance with Nissan and Mitsubishi, weâre offering sustainable and innovative mobility solutions to our customers. Behind our success are our 111 000 employees based in 38 countries who are united by their passion and creativity. We create the conditions for everyone to unleash their energy, perform to the full and grow with the freedom to be themselves. Do you want to be part of creating the future of mobility? Join us now! The future of the automobile is being played out at Renault Group. Discover why Luca de Meo â CEO of Renault Group, and Luc Julia â SVP, Chief Scientific Officer Renault Group, are waiting for your application. Be part of the future of mobility !
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Renault and Nissan renew commitment to Indian operations through new investment and vehicles
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2023-02-13T00:00:00
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Alliance RNM
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|
$600m USD/₹5300 crores INR investment supporting six new models to be made in India, including two electric vehicles
Additional R&D activities to create up to 2,000 new jobs
Chennai factory to become a carbon-neutral vehicle plant
Chennai, Yokohama, Boulogne-Billancourt, February 13, 2023. Renault and Nissan have announced a new long-term vision for India, increasing production and R&D activities, introducing electric vehicles, and transitioning to carbon-neutral manufacturing.
From their base in Chennai, the companies will collaborate on six new production vehicles for domestic and international customers, including two new fully electric vehicles, uplifting the Renault-Nissan centre into an international export hub.
An initial investment of around $600m USD / ₹5300 bn INR is planned to support the new projects, which will see an up to 2,000 additional new jobs created at the Renault Nissan Technology & Business Centre in Chennai. At the same time, the RNAIPL factory will become carbon-neutral with a significant increase in renewable energy generation.
Following last week’s announcement of new high-value-creation operational projects for the Renault-Nissan-Mitsubishi Alliance, the future for Renault and Nissan’s Indian operations was outlined today at an official ceremony in Chennai by Nissan’s Director, Chief Operating Officer, Ashwani Gupta, alongside officials from the Tamil Nadu Government.
Guillaume Cartier, Chairperson for Nissan’s Africa, Middle East, India, Europe and Oceania region, said: “Renault and Nissan are fully committed to the Indian market, committed to electrifying the Indian market and committed to minimising our impact on the environment.
India was the first Alliance plant and India will be at the centre of this new chapter of the Alliance, with new vehicles, new R&D activities and new export markets taking our joint operations to the next level.
For the first time, the Nissan line-up in India will reflect our global power in high-quality SUVs and EVs, bringing greater value to our employees, customers and communities.”
François Provost, International Development & Partnerships Renault Group and Managing Director of Alliance Purchasing Organization, said: “India is a key market for Renault Group. Over the past 14 years, we have been developing the Renault Brand with our teams and dealers, up to reaching 100 thousand vehicles sold per year. India has also a key role in our R&D worldwide footprint. This project together with Nissan is a first concrete output of the new Alliance ambition released on February 6th.”
Mr. S Krishnan, Additional Chief Secretary, Industries, Government of Tamil Nadu, said: “The Renault-Nissan Alliance in Tamil Nadu has had manufacturing and design facilities operating in the State for more than 15 years now. This is a very valuable and important relationship for the Government of Tamil Nadu and the Alliance. It employs about 15,000 people directly in the State and has been one of the mainstays in ensuring that Tamil Nadu remains the automotive capital of India and an important hub for the manufacture of automobiles and auto components and automobile design as well. We are very excited about this new proposal of modernization and fresh investment by the Renault-Nissan Alliance in Tamil Nadu. This genuinely brings to life ‘Make in Tamil Nadu and Make in India for the World.“
Introducing new models into new segments
The six new models will comprise of three for each company, engineered and built in Chennai. They will be built on common Alliance platforms while retaining the individual, distinctive styling of the respective brands.
They will include four new C-segment SUVs. Two new A-segment electric vehicles will be the first EVs for both Renault and Nissan in India, building on the heritage and expertise of both brands in mass-market electrification, which began with the Nissan LEAF and Renault Zoe more than a decade ago.
An international Renault and Nissan hub in Chennai
The new models will not only be aimed at Indian customers but will also signal a significant increase in exports from India, boosting plant utilisation to 80% and securing many thousands of jobs at the RNAIPL plant in Chennai for many years to come.
Complementing the additional production will be an increase in R&D and associated activities at the Renault Nissan Technology & Business Centre India, which is expected to create up to 2,000 new jobs at the site near Chennai, focusing on new Indian and international projects.
Roadmap to carbon neutral vehicle manufacturing
The RNAIPL plant, already one of the Alliance’s leading centres for energy and resource reduction, also is announcing its roadmap to carbon neutrality.
This will be achieved by 2045, through an ongoing programme to transition to 100% renewable energy, while reducing energy consumption at the plant by 50% compared to today.
Chennai Plant already sources more than 50% of its electricity from renewables, including solar, biomass and wind. The existing solar plant will become more than six times bigger, expanding to a 14MW plant from 2.2MW today.
Renewed partnership
As a consequence of the renewed commitment of both companies to the Indian market, Renault and Nissan are realigning their shareholding in their joint operations.
Under the new framework agreement, Renault Nissan Automotive India Private Ltd (RNAIPL) will move to an ownership of 51% Nissan – 49% Renault. Renault Nissan Technology Business Centre (RNTBCI) will move to an ownership of 51% Renault -49% Nissan. This reinforces the partnership for the long-term and will empower the joint ventures with more responsibility and more autonomy.
Nissan AMIEO Chairperson Cartier added: “Renault and Nissan have renewed their commitment to India today and we thank the Tamil Nadu Government for their strong partnership and support. I was extremely proud to be in Chennai to share the good news with the team. Their performance and competitiveness have given us the confidence to invest for the long-term.”
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The Renault case and the future of Social Europe
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The announcement in February 1997 by French car maker Renault, of the closure of its Belgian plant has generated an unprecedented storm of protest and raised questions over the ability of European legislation to prevent multinational companies from enforcing economically motivated decisions on the location of production, without prior workforce consultation. It has also generated a much-needed debate on the use of Structural Fund resources in the relocation of business activities to areas of lower labour costs.
Renault announces closure of Belgian plant
The shock announcement by French motor manufacturer Renault, on 28 February 1997, of the closure of its plant at Vilvoorde, led to an unprecedented public display of condemnation among the political establishment of the European Union (EU). The closure of the plant, in the Belgian Prime Minister's constituency near Brussels, with the loss of 3,100 jobs, was apparently announced without prior consultation with worker representatives. The move was justified by Renault as being part of a wider reorganisation aimed at making savings of over FRF 825 million per year. The closure of the only Renault production site in Belgium is likely to lead a further 1,000 redundancies among suppliers and subcontractors; jobs which, in the current economic climate in Belgium, are unlikely to be replaced in the near future. The announcement came as a particularly heavy blow to a workforce who had thought their jobs safe, having negotiated a major flexibility and investment package only four years previously. The plant is generally regarded as being highly productive and achieving high levels of quality. The decision by Renault to close this plant in July 1997 has been interpreted by many workers as a warning that even a willingness to accept more flexible working practices can in future no longer be regarded as a guarantee for job security. The predicament of the workers at Vilvoorde has led to an unprecedented display of worker solidarity, not only among employees at other Renault production sites in Europe, but also among workers in other troubled European industries.
Decision meets with widespread condemnation
Renault's decision was initially condemned by the Belgian government as a deliberate ploy to safeguard French jobs in the run up to a general election expected in 1998 - accusations which were swiftly followed by the announcement of a further 3,000 anticipated redundancies at Renault's French production sites. Political tempers in the two neighbouring countries became frayed. The French Government retains a 47% minority stake in the privatised company and has recently refused to grant funds for early retirement packages at Renault and Peugeot, aimed at minimising the need for redundancies. Asserting that the decision to close Vilvoorde was entirely a management decision, Michel de Virville, Renault's senior vice-president in charge of personnel and external relations, argued that the action was necessary to streamline operations and would not be reversed.
On Belgian radio, a spokesperson for the Flemish Economics Minister, Eric Van Rompuy, said that Renault had breached Belgian and EU rules on informing and consulting staff on strategic decisions. He argued that under these rules Renault should have informed Vilvoorde staff about the planned closure ahead of time, and workers should have been asked for advice on the plan. In a letter to European Commission President, Jacques Santer and the Belgian Prime Minister, Jean-Luc Dehaene, he urged the EU to tighten the rules on such surprise cross-border company closures.
It later emerged that Renault had informed Mr Dehaene on 21 February of heavy losses, and had hinted that the closure of Vilvoorde was being considered as an option. Mr Dehaene had told the company that this was "totally unacceptable" (Reuters News Service, 5 March). On 26 February the Belgian Prime Minister was told of the closure by the Flemish regional government. The federal Belgian Government and the government of Flanders soon agreed to sue Renault over the procedure followed when announcing the closure. They found support from the European commissioner responsible for competition, the former Belgian Socialist politician, Karel Van Miert, who agreed that management had disregarded legislation on European Works Councils and collective redundancies. He criticised Renault's decision to close a profitable plant and said that the European Commission was "scandalised by this kind of behaviour".
Commission sees breach of Community Directives
The Belgian authorities found unprecedented, vociferous support from the European Commission. Mindful of the impact of such blatant disregard of the social implications of economically motivated decisions by a multinational company on the popular perception of European integration, the Commission was quick to condemn the actions of the French car maker.
Shortly after the news of the closure of the Vilvoorde plant broke, a spokesperson for Padraig Flynn (the commissioner in charge of industrial relations and social affairs) announced his intention to assess the legality of Renault's actions in terms of two EU Directives relating to the information and consultation of workers in the event of major restructuring:
the European Works Councils Directive (94/45/EC),
and the collective redundancies Directive (75/129/EEC) as amended (92/56/EEC).
At the same time, the spokesperson made it clear that it was up to the Belgian authorities or the trade unions to take action if they felt that Renault was closing the Vilvoorde plant without due consultation (Reuters News Service, 28 March).
Commissioners discussed the Renault case at their weekly meeting on 5 March. After the meeting a spokesperson for President Santer told the press that Commissioners had found the Directives to be sufficiently specific to cover this case. They had also established that the relevant Directives had been transposed correctly into the relevant national laws. The Commission underlined that it had no further powers to bring infringement proceedings against a company. Once a Directive had been properly implemented, the enforcement was a matter for the national authorities.
President Santer's statement argued that Renault had handled the closure of the Belgian plant poorly: "Regardless of whether they did or did not follow the Directives, the spirit of the law was not respected" (RAPID, 5 March). Asked if this could be interpreted as support for legal action, his spokesperson replied "you can take that as encouragement". Appearing on French television, President Santer described Renault's actions as a "serious blow to confidence in Europe".
Mr Flynn added his voice to the chorus of condemnation in a statement issued on 6 March, in which he underlined the importance of strengthening the European social dimension, to ensure that Europe did not became equated with job losses, by including a guarantee of fundamental social rights into the new Treaty: "I have been heartened to hear calls for more social Europe the past week and sincerely hope that this translates into real support for Commission proposals in the social field ... I hope this message is not forgotten when the dust settles" (RAPID, 6 March).
Despite the Commission's implicit encouragement of court action against Renault, it remains unclear at the time of writing whether Renault would indeed have a case to answer in French or Belgian law (in their implementation of the European Works Councils (EWC s) and collective redundancies Directives respectively). Some commentators argue that consultation should have taken place under the provisions of Renault's EWC agreement, which was initially signed in 1993 and therefore falls under the scope of Article 13 of the EWCs Directive (Reuters News Service, 6 March).
The company's "European Group Committee" is defined as a structure for providing information and promoting a dialogue with the social partners on the group's European-level strategic approaches to economic, financial and social matters. Under the terms of the agreement, the company is required to notify the committee about: major changes within the group; the economic, financial and social situation; the investment and production situation; the commercial and marketing situation; changes in work organisation and production processes and training strategy. While this definition seems to cover the case of mass redundancies as announced at Vilvoorde, other commentators (eg European Works Councils Bulletin) argue that the agreement makes no specific provision for an extraordinary meeting to be called in these circumstances. Thus, while the spirit of the law may have been breached, it is uncertain if the agreement will enable employee representatives to take legal recourse against the company's lack of consultation.
The collective redundancies Directive, as amended in 1992, specifies that an employer should provide the relevant authority with written notification of any planned mass redundancies. It also obliges the employer to forward a copy of this notification to employee representatives. It appears, in this case that the federal Belgian and Flemish authorities were informed a few days prior to the official announcement of the closure. Uncertainty remains over whether employee representatives were informed at all. A number of sources have stated that worker representatives at Vilvoorde were informed 10 minutes prior to the statement being released to the press. Other press reports suggest that workers found out about the closure of their plant through the media. If indeed information was given, it remains to be established whether the short notice with which it was given amounts to a breach of the Directive. If it were determined that Renault was at fault in the way in which the closure was announced, it has been argued that the company could be fined a maximum of BEF 20 million under Belgian law (Financial Times, 6 March).
Trade unions and the European Commission have questioned whether the level of fines which can be incurred if found in breach of legislation resulting from the implementation of a European Directive is high enough to act as a deterrent. In a speech to the European Parliament on 11 March, Mr Flynn rejected calls for new legislation, stating that the current situation was covered by existing legislation. He did, however, question whether the sanctions available in national law were enough to act as a real deterrent against non-compliance. The commissioner also said that he believed it necessary to complement the existing Community rules with more general rules to make information and consultation compulsory at the Member State level: "I will propose to the Commission that we will proceed in the coming weeks with the first stage of consultation of the social partners at European level on this issue and I sincerely hope that we are able, through this action, to strengthen the protection of workers . . . The Vilvoorde case shows that we still have some way to go in order to strike the right balance between corporate or economic needs and social requirements of workers and society as a whole" (RAPID, 11 March).
The impotence of current European legislation is highlighted by the fact that, despite all public pronouncements, the Belgian Government appears, so far, only to have lodged a complaint against the method adopted by Renault in the closure of the Vilvoorde plant with the OECD. This was done on the basis that the company had breached the OECD code of conduct for multinationals. A spokesperson for the Minister noted that any ruling by the OECD would not be legally binding but would be a "strong signal" to Renault.
Commission seeks to restrict "subsidy shopping"
Commission criticism of Renault's closure of the plant at Vilvoorde became even more vociferous when the commissioner responsible for competition policy, Karel Van Miert, revealed on 6 March that Renault had made a request for an ECU 11 million subsidy (of which ECU 7 million was to come from the European Regional Development Fund) to expand its plant at one of its Spanish sites, Valladolid (there are three other Renault production sites in Spain: Palancia, Madrid and Sevilla). The plant in Valladolid has been receiving assistance from the Spanish Government to adapt the factory to produce a new model. With the closure of the Belgian plant, production of the Megane and Clio models would be moved to Valladolid. The combined funding from the Spanish Government, the region's local government and the Commission was intended to create 500 new jobs at the plant.
Mr Van Miert said that he would block such subsidies until the legality of the method of the closure of the Belgian plant had been resolved. He told BRTN radio that he would "block this dossier as long as Renault behaves the way it does". His spokesperson appeared later to contradict this statement when he highlighted that all such requests were scrutinised by Commission officials. Van Miert said that it was '"indefensible that profitable activities are moved from one side of the EU to the other with government aid. It can't be that with Spanish government aid (Renault) tries to lure activities away which are normally profitable" (Reuters News Service, 6 March).
On 7 March, the Spanish Government agreed to suspend EU aid payments for Renault's Spanish operations, in reaction to widespread condemnation of the company's handling of the closure of the plant at Vilvoorde. It has described the move as a "temporary suspension for a technical revision" and asserted that it had "no desire to be at the centre of a problem when it does not affect us". The management of Renault in Spain responded to the controversy by saying that the factory would not lose public aid, and that an answer would be found as soon as the current "political demagogical operation" had died down.
The Commission is yet to specify what Renault would have to do for aid to be unblocked. Lawyers well versed in European competition law agreed that, while it might not be fair to move jobs to "shop" for subsidies, it was questionable whether the Commission could intervene in such commercial decisions. They argued that these were uncharted waters but were sceptical of the legality of such a move. The Commission cannot block an aid request without first investigating whether it is compatible with EU rules and, in this particular case, with rules on aid to the car industry. This could take several months, during which the plan is effectively on hold. In assessing such plans, the Commission normally takes into account the development of the region where aid is to be paid. It will carry out a cost/benefit analysis of the investment project and check that public money is not being used to increase overall capacity in the European car industry, which is estimated to exceed demand by some 2 million vehicles. Valladolid is situated in the Castille-Leon province, one of the EU's poorest regions. This means subsidies can amount to as much as 40% of the total investment, which in the Renault case is valued at ECU 76 million (Reuters, 6 March).
A spokesperson for the commissioner responsible for regional policy, Monika Wulf-Mathies, said that the Commission would carry out reforms of its structural funds policy before 1999 to avoid relocation moves: "We want to promote regional development ... but pure profiting from aid needs to be ruled out" (RAPID, 10 March). The commissioner argued that this could be done by making aid conditional on long-term investment.
It was announced on 10 March that the Commission would publish a document within in following few weeks to find out how competition rules can be used to prevent "aid shopping".
Condemnation by European and international trade union organisations
European and international trade union organisations were unanimous in their condemnation of Renault's decision to close its Belgian plant without prior consultation.
The European Trade Union Confederation (ETUC) condemned Renault's move as "brutal and unacceptable", and a "clear infringement of European legislation on collective lay-offs". At its executive committee meeting on 6-7 March, it called for a massive show of support for a demonstration in Brussels on 16 March, in support of employment solidarity and European social policy: "the corporate conflict at Renault once again highlights the gap between the Europe of profit and the social Europe." The executive committee also reiterated its demands for the inclusion of chapters on employment and social rights in the new EU Treaty, and called for the establishment of a European code of conduct in the event of large-scale redundancies.
ETUC took its demands for EU action to the informal Labour and Social Affairs Council which was held in Rotterdam on 14 March. ETUC's general secretary, Emilio Gabaglio, attended the Council meeting and afterwards said he had left European ministers in no doubt that ETUC expected urgent action to examine existing provisions on information and consultation of workers, especially in the event of business restructuring and closures. Such action should be followed, if necessary, by the introduction of new measures and stricter penalties. ETUC also called for the introduction of strict rules to avoid corporate misuse of Community aid. It demands that such aid be directly tied to employment under agreements between the social partners concerned.
The European Metalworkers' Federation (EMF), which represents most of the workers in the automobile industry, argued that Renault's approach seriously transgressed the 1993 agreement setting up a European Group Committee in the company. Aware of the problems facing the European car industry, the EMF stressed the importance of holding broadly-based discussions at the European level on the future of the industry. The main issues to be addressed are seen to be:
problems of overcapacity;
the promotion of cooperation between European manufacturers to explore new markets, cut costs and share production sites;
the adoption of an integrated transport policy;
the development of environment-friendly vehicles;
a constructive partnership between the assembly sector and its suppliers; and
the reorganisation and reduction of working time.
The EMF called upon the European Commission to establish a high-level consultative body for the car industry involving the social partners. The demand for the setting up of such a forum was echoed by ETUC.
The World Labour Confederation said that Renault's unilateral measure demonstrates to what extent relocation plays a part in Europe and "condemns the way a company can ridicule procedures adopted at the international level and the non-respect of national laws on the matter". The European Confederation of Independent Trade Unions noted that the events demonstrate that the EWCs Directive is '"often not correctly implemented and comprises many shortcomings. Its revision, in 1999 at the latest is obviously required".
The birth of the Euro-strike
The unexpected closure of the Vilvoorde plant generated unprecedented levels of sympathy action, not only among Renault workers from production sites across Europe, but also from car workers in Belgium fearful of a similar fate, as well as workers in other threatened industries. Much of this activity was organised by Renault's European Group Committee with the support of the EMF.
Renault's European Group Committee had immediately denounced the lack of consultation, which it sees as being entirely against the spirit of the Directive and the agreement with the company. It called for an immediate extraordinary meeting of the full Committee. In the meantime, representatives from French and Belgian unions met on 2 March, and were joined by their Spanish colleagues the following day. They agreed to seek to prevent the closure of the plant at Vilvoorde and explore all possible legal avenues, and organised a one-hour strike on 7 March in which they sought to involve Portuguese and Slovenian colleagues. A protest was also staged around the extraordinary meeting of the French works council on 6 March, at which management refused to allow participation of the Belgian representatives. Management finally addressed the EWC at a meeting on 11 March where it reiterated the rationale behind the closure. The EMF attacked the symbolic nature of the consultation with the workforce, without any intention to reassess the options, and asked management to suspend the decision pending further consultations. This option was rejected by the company.
Thousands of car workers in Belgium, France and Spain staged protests on 7 March. Renault plants in the three countries were hit by coordinated one hour stoppages, while workers at Volkswagen, Volvo, Opel and Ford plants in Belgium staged sympathy actions. The Spanish trade unions had immediately come out in support of their Belgian counterparts and criticised the Spanish Government for its indiscriminate use of aid requests. According to Spanish trade union sources, 90% of workers joined the one-hour stoppage. This figure was disputed by management, but it did admit that production was, in fact, stopped.
Workers at Renault in Portugal expressed sympathy with the colleagues in Belgium, France and Spain, but did not join in the one-hour stoppage. The situation of the French car maker in the country is currently under delicate negotiations over the preservation of 1,800 jobs with government financial support (a reduction from 3,500 jobs). A representative of the Portuguese Renault workers was, however, present at the meeting of the European Group Committee on 11 March.
Over 10,000 workers attended a demonstration outside Renault headquarters near Paris on 11 March. Renault workers had come from Belgium, France, Spain, Portugal and Slovenia. This unprecedented show of support is described by some commentators as the first in a line of Euro-strikes which, it is argued, are likely to result as job losses across European multiply (European Business, 12-19 March). The level of support engendered by the closure of the plant at Vilvoorde is all the more surprising when looking at recent events at Ford's Halewood plant in the UK which were met with very little resistance, especially at the European level.
Commentary
The events surrounding the closure of the Belgian plant of French car maker Renault raise a multitude of questions which are set to occupy the minds of European policy-makers for a long time after the dust of history has settled on the people of Vilvoorde.
Firstly, the ability of a multinational company to flaunt the spirit of EU legislation in such disregard of the social implications of its actions, highlights the persistent gap between the reality of economic and social Europe. In the run-up to Economic and Monetary Union, the Commission is aware that it can ill afford to ignore the impact of budgetary stringency and the location decisions of multinational companies on employment opportunities and social integration, if it is to engender further support for the European project.
The weakness of EU employee protection legislation and its apparent inability to prevent social dumping must be a cause for concern and needs to be addressed in future legislative proposals on employee representation. Recent events may well influence Commission decision-makers in their drafting of legislation on national employee representative bodies to supplement EWCs. A proposal in this area is imminent and could be accelerated by the events at Vilvoorde. However, it has to be questioned whether bodies which have the right only to consultation can be effective in preventing such decisions. If information and consultation rights cannot be enforced at the level of EWCs, it seems unlikely that this can be done at the national level, when multinational companies clearly have the ability to play different national interests off against one another.
On the other hand, progress in the area of European workplace organisation is unmistakable, and was displayed during the demonstrations and stoppages which have marked this dispute. This is particularly noteworthy as national interests have in the past overriden European-level solidarity at a time when competition for jobs is intensifying. Disputes over the move of the French Hoover plant to Scotland and the recent negotiations at Ford were marked by a distinct lack of cross-country solidarity.
The latter case highlights continuing incongruence in the approach to the use of subsidies. The threatened closure of Ford's Halewood plant on Merseyside was, in many ways, similar to the situation at Renault, but did not attract as much international attention. One has to ask whether this is due to the personalities involved in the Renault case. How much of the Commission's response was conditioned by the plant's proximity to Brussels, the fact that it lies in the constituency of Jean-Luc Dehaene, Belgian Prime Minister and one-time candidate for the post of Commission President, or the vociferous support of the Belgian commissioner responsible for competition policy, Karel van Miert?
In any case, it seems clear that greater coordination between competition and regional policy is required to ensure that European funds cannot be used to replace viable operations with production in cheaper locations which attract European funding. A first step in this direction was taken by commissioner Wulf-Mathies (a former leader of the German public sector union ÖTV) who suggested that such funding should be tied to long-term investment.
Some commentators have questioned the use of subsidies to avoid the issue of considering more seriously the impact of high wage and social costs in many EU countries. A study by the association of German automobile manufacturers, VDA, shows that Spanish and British car workers cost around DEM 27.5 per hour, whereas the cost is DEM 44.6 in Belgium and DEM 62.4 in Germany. Renault argued that, while average net pay in Belgium is similar to that in France, the high level of social security contributions means that costs are in fact 30% higher in Belgium than in France, and 48% higher than in Spain.
It has long been argued by employers that wage and social costs have an important impact on location decisions. Trade unions have in the past refuted such claims, arguing that other factors such as infrastructure, proximity to markets, level of training of the workforce, productivity and quality were more important considerations. In the Renault case, it appears that the car maker decided to shift production, despite high levels of productivity and quality of output at the Belgian plant. The Financial Times recently warned that the decision by General Motors to locate a production site in Eastern Europe may well indicate the shape of things to come, if the issue of labour and social costs is not addressed. Indeed, the European Commission has taken these ideas on board in its Essen conclusions on employment strategy, which called for a reduction of indirect labour costs.
The role of governments attempting to attract new investments to their own countries at the expense of others also requires further scrutiny. It was recently reported that the British and French Governments were in competition over attracting GBP 1 billion investment for a new Toyota plant. Also in the recent Ford Halewood case, the company's European chair, Jac Nasse, commented that governments were queueing up to offer aid to attract the investment for a new multi-purpose vehicle which is planned for Halewood if the British Government agrees to a GBP 65 million aid package.
Finally, what has gone largely ignored in the debate is the necessity to address the issue of the future of the European car industry which, it is assumed, currently operates with an annual overcapacity of 2 million vehicles. It is interesting to note that the push by the motor industry to increase productivity levels at a time when there is increasing competition, produces even more overcapacity which obviously means more job losses. For example, there have been three recent UK cases where struggles over changing working practices have caused resentment between management and unions:
Ford - Halewood. Management is asking for further productivity-enhancing changes, while at the same time cutting jobs;
Rover- Longbridge. Management and unions are in dispute over changes to work patterns and pay; and
Peugeot- Coventry. Strike action is being taken over longer shift patterns.
The resolutions by the EMF (outlined above) highlight this concern and the setting up of an expert group on the European car industry would help begin to address some of the issues which have been described by one commentator as the "great European car wars" (The Economist, 8 March). (Tina Weber, ECOTEC, Mark Gilman, IRRU)
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Renault SAS - Company Profile and News
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Company profile page for Renault SAS including stock price, company news, executives, board members, and contact information
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Bloomberg.com
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https://www.bloomberg.com/profile/company/3652031Z:FP
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Connecting decision makers to a dynamic network of information, people and ideas, Bloomberg quickly and accurately delivers business and financial information, news and insight around the world
Connecting decision makers to a dynamic network of information, people and ideas, Bloomberg quickly and accurately delivers business and financial information, news and insight around the world
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https://renaultwinery.com/careers/
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Careers – Renault Winery
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en
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https://renaultwinery.com/careers/
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Thank you for your interest in joining our Renault Winery Resort team. Please find all current openings & application forms for our team below. Our team will review all submissions and be in touch with candidates. Please, no phone calls.
Many refer to our industry culture as “The Hotel Business” or the “Hotel Industry.” At VIVÂMEE, we reject that limiting property-centric presupposition. We choose to be leaders in the Hospitality Industry.
Our culture is not just operating hotels; its purpose is to deliver authentic hospitality which is an intimately human service. We believe cherishing the souls of our guests and the team we trust to serve them is the key to achieving authentic hospitality.
Vivamee Hospitality & Renault Winery Resort & Golf are actively involved in the community by supporting and sponsoring many community events, volunteering in the community, and making donations to charitable/not-for-profit organizations.
If you would like for Renault to sponsor an event or fundraiser, please complete this application and return it to the contact listed below.
Please note that we cannot always meet every request, but will carefully review each one and consider our available resources to meet the needs of the community.
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https://www.globaldata.com/company-profile/renault-sa/executives/
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Renault SA Executive & Employee Information
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GlobalData provides latest information on Renault SA employees, including CEO details, executives and full board of directors.
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https://assets.globaldata.com/gdic/assets/img/icon/favicon.ico
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https://www.globaldata.com/company-profile/renault-sa/executives/
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Mr. Jean-Dominique Senard has been the Chairman of the company since 2019. Prior to this, he served as the Chief Executive Officer of Michelin, since 2012 to 2019. Prior to this, he served as Managing General Partner of the Michelin group, since 2011 to 2012. Prior to this, he served as Managing Partner of the Michelin Group, since 2007 to 2011. Prior to this, he served as Chief Financial Officer at Michelin Group, since 2005 to 2007. Prior to this, he served as head of Pechiney’s Primary Aluminum sector, since 2001 to 2004. Prior to this, he served as Chief Financial Officer at Pechiney, since 1996 to 2001. Prior to this, he served with Saint-Gobain from 1987 to 1996 and served with Total 1979 to 1987.
Mr. Luca de Meo has been the Chief Executive Officer and Director of the company since 2020. Prior to this, he served as the Chief Executive Officer, Renault Brand from January 2021 to February 2023. Mr. Meo also served as the Chairman of the Executive Committee of SEAT SA, a member of the Supervisory Boards of Ducati and Lamborghini, and Chairman of the Board of Directors of the Volkswagen Group in Spain from November 2015 to January 2020.
Mr. Thierry Pieton is the Chief Financial Officer of the company since March 2022. Prior to this, he served as Deputy Chief Financial Officer, Senior Vice President and Controller of Renault Group since 2020 and from 2021, he was also headed Renault Brand Finance. Previously, he served in Nissan Europe, as Senior Vice President, Chief Financial Officer, since 2014 to 2016. Mr. Pieton also served as the Chief Financial Officer for General Electric (GE) Oil & Gas Global Services, since 2007 to 2014.
Mr. Josep Maria Recasens has been the Chief Strategy Officer of the company since 2023. Prior to this, he served as the Senior Vice President for Strategy and Business Development of the company in 2021. He joined the company in the year 2021.
Mr. Gilles Le Borgne has been the Chief Technology Officer of the company since 2023. Prior to this, he served as the Executive Vice President for engineering of the company in 2020. Mr. Le Borgne also serves as the Chairman of the Automotive Technical Committee (CTA) within the PFA.
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https://topworkplaces.com/company/nissan-north-america/
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Nissan North America Profile
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https://topworkplaces.com/images/favicon.ico
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https://www.wardsauto.com/renault/unions-blame-work-pressure-for-suicides-at-renault
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Unions Blame Work Pressure for Suicides at Renault
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2007-02-21T14:54:00+00:00
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Contract 2009 calls for an average eight new vehicle launches per year instead of the traditional four.
|
en
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/build/_assets/wardsauto-ZKC46JRK.ico
|
https://www.wardsauto.com/renault/unions-blame-work-pressure-for-suicides-at-renault
|
PARIS – Renault SA unions are blaming Contract 2009, CEO Carlos Ghosn’s corporate growth plan, for three suicides involving workers at Renault’s Technocenter in the last three months.
The first two victims, who killed themselves at the Technocenter, where Renault does all its engineering and design, left no notes to explain their actions. But the third, who killed himself at his home last week, left a note blaming work pressures.
One key element of Contract 2009 is the perfection of the new Laguna due to launch later this year, and another is Renault’s plan to average eight vehicles launches per year instead of the traditional four as it expands into new segments.
Patrick Pelata, Ghosn’s right-hand man in charge of product, said in an interview last week Renault has 14 vehicles in development, which is “the phase that consumes the most resources in engineering.”
There are 4,000 engineers and managers at the Technocenter, 4,500 technicians and 2,500 non-Renault employees.
None of the names of the suicides have been released, in view of strong privacy laws in France. The first victim, a computer technician, jumped from a 5-story window in December and died on the glass roof of a cafeteria. The second drowned himself in a run-off pond at the site in January.
Official inquiries after those two deaths apparently turned up no reasons and no connection to work, and Renault says they are isolated incidents, statistically normal for a group of 12,000 people.
However, 500 employees joined a silent memorial march organized three weeks ago by two unions that put the blame on work pressure, especially since Contract 2009 was put in place a year ago.
Officials opened a criminal investigation after the third death “in view of the word that he left and to make this affair totally transparent.” Investigators will seek to determine if there were any laws broken, such as harassment by supervisors.
One union, the CGT, demanded an independent investigation “to bring to light all the causes of the anguish at the Technocenter that have pushed several employees to do the irreparable.”
Another union leader, of the CFDT union, was quoted in the French press saying, “For the last two years, the pressure on employees is much too much. The reorganization (of work) has perturbed a certain number of employees for whom the situation is often difficult to detect.”
Renault says in a statement that the latest suicide raises questions, but that work conditions “are not the most difficult” and “the personnel feel strongly mobilized.”
According to a French psychiatrist quoted in the French press, 300 to 400 people a year kill themselves at their place of work.
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|
en
|
Renault & Dassault: Partnership to Transform
|
[] |
[] |
[] |
[
""
] | null |
[
"Dassault Systèmes®"
] |
2021-12-17T16:12:46+00:00
|
Renault Group and Dassault Systèmes strengthen their partnership to accelerate the transformation of car manufacturing with the 3DEXPERIENCE platform.
|
en
|
/asset/img/favicon/favicon_corp.ico
|
Dassault Systèmes
|
https://www.3ds.com/newsroom/press-releases/renault-group-and-dassault-systemes-strengthen-their-partnership-accelerate-car-manufacturers-transformation-3dexperience-platform
|
Paris, December 21, 2021 — Dassault Systèmes and Renault Group today announce they are reinforcing their 20-year collaboration with a new partnership contributing to Renault Group’s strategic plan “Renaulution” focused on value creation.
In a first-of-a-kind deployment for an industrial company of this scale, Renault Group is adopting Dassault Systèmes’ 3DEXPERIENCE platform on the cloud globally, to develop programs for new vehicles and mobility services. This enterprise platform will provide Renault with a new backbone for sharing, in real-time, all product-related data throughout the product life cycle, and for managing the virtual twins of its diverse product configurations.
Major trends in the transportation and mobility industry – increasing regulatory constraints, product complexity, electrification, connectivity, sustainability, and new mobility services – require accelerating the interconnection of different functions and expertise within an agile and collaborative ecosystem.
Renault Group will deploy its use of the 3DEXPERIENCE platform on the cloud to more than 20,000 employees in vehicle development functions such as Design, Product Engineering, Industrial Process Engineering, Parts, and Materials Purchasing, Costing, and Quality. Connected to the cloud, the platform will provide access to the same systems and software, 3D modeling, and simulations, updated in real-time across the world. The large-scale collaboration based on virtual twins will improve data sharing between the different functions and agility within the company while reducing costs and vehicle development time by around one year. Renault Group will benefit from continuous technological evolutions and functional enrichment of the collaborative 3DEXPERIENCE platform on the cloud.
“Our decision to adopt the 3DEXPERIENCE platform on the cloud demonstrates our belief in the leadership role of engineering and digital in our ‘Renaulution’. Our shift toward becoming a technology, services, and energy company must be collaborative,” said Luca de Meo, CEO, Renault Group. “The 3DEXPERIENCE platform connects engineering to all disciplines in one digital company. We will gain agility, speed, and effectiveness to develop new mobility faster than ever.”
“Sustainable innovation is in the DNA of both companies. Renault Group’s transformation will radically change the mobility industry going forward, much like the first virtual development of a commercial passenger airplane did for all industries in 1989. We are fully engaged in this partnership and in supporting Renault Group’s success,” said Bernard Charlès, Vice Chairman and CEO, Dassault Systèmes. “Today’s industrial ecosystems are no longer linear, but circular. Innovating requires new collaborative approaches with virtual twin experiences that address and include the entire evolving value chain. As Renault Group moves to an enterprise platform, our partnership confirms that the 3DEXPERIENCE platform goes beyond vehicle creation and production. It is a lever to drive the industry toward the delivery of new, sustainable mobility experiences.”
Renault Group is relying on four Dassault Systèmes industry solution experiences based on the 3DEXPERIENCE platform on the cloud: “On-Target Vehicle Launch,” “Smart, Safe & Connected,” “Global Modular Architecture” and “Efficient Multi-Energy Platform.”
For more information:
Dassault Systèmes’ industry solution experiences for the transportation & mobility industry: https://www.3ds.com/industries/transportation-mobility
Dassault Systèmes’ 3DEXPERIENCE platform, 3D design software, 3D Digital Mock Up and Product Lifecycle Management (PLM) solutions: http://www.3ds.com
|
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Renault
|
[
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] |
[] |
[] |
[
""
] | null |
[
"Ryan Hogg"
] |
2023-12-17T19:11:07+00:00
|
en
|
/icons/favicons/favicon.ico
|
Fortune
|
https://fortune.com/company/renault/
|
© 2024 Fortune Media IP Limited. All Rights Reserved. Use of this site constitutes acceptance of our Terms of Use and Privacy Policy | CA Notice at Collection and Privacy Notice | Do Not Sell/Share My Personal Information
FORTUNE is a trademark of Fortune Media IP Limited, registered in the U.S. and other countries. FORTUNE may receive compensation for some links to products and services on this website. Offers may be subject to change without notice.
|
|||||
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https://www.renault.co.uk/group.html
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Discover Renault
|
[
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] |
[] |
[] |
[
""
] | null |
[] | null |
French roots and a history stretching back more than 120 years. One group, one alliance, several partnerships.
|
en
|
/renault/apple-icon-57x57.png?ck=8
|
https://www.renault.co.uk/group.html
|
Groupe Renault is an international company with French roots and a history stretching back more than 115 years. Present in 128 countries, we design, manufacture and market private and commercial vehicles sold under five brand names worldwide: Renault, Dacia, Renault Samsung Motors, Alpine & Lada.
Thanks to our unique Alliance with Nissan and our strategic partnerships, we are the fourth largest car manufacturer worldwide. Today, we employ more than 120,000 employees around the world, all driven by a shared automotive passion.
|
|||||
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dbpedia
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https://www.renault.co.uk/group.html
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Discover Renault
|
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] |
[] |
[] |
[
""
] | null |
[] | null |
French roots and a history stretching back more than 120 years. One group, one alliance, several partnerships.
|
en
|
/renault/apple-icon-57x57.png?ck=8
|
https://www.renault.co.uk/group.html
|
Groupe Renault is an international company with French roots and a history stretching back more than 115 years. Present in 128 countries, we design, manufacture and market private and commercial vehicles sold under five brand names worldwide: Renault, Dacia, Renault Samsung Motors, Alpine & Lada.
Thanks to our unique Alliance with Nissan and our strategic partnerships, we are the fourth largest car manufacturer worldwide. Today, we employ more than 120,000 employees around the world, all driven by a shared automotive passion.
|
|||||
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| 45
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https://www.forbes.com/companies/renault/
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en
|
Company Overview & News
|
https://www.forbes.com/no-pic/
|
https://www.forbes.com/no-pic/
|
[
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] |
[] |
[] |
[
"Renault"
] | null |
[
"Paul Tassi Senior Contributor",
"Steve Silverman Contributor",
"Sara Dorn Forbes Staff",
"Monica Mercuri Contributor",
"Alfred Konuwa Contributor",
"Hank Tucker Forbes Staff",
"Tim Lammers Contributor",
"John Tamny Contributor",
"Travis Bean Contributor",
"Greg Engle Contributor"
] | null |
Renault SA engages in the manufacture of vehicle. It offers passenger cars, commercial vehicles, electric vehicles, and sport vehicles. It operates through
|
en
|
Forbes
|
https://www.forbes.com/companies/renault/
|
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https://en.wikipedia.org/wiki/Renault
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https://en.wikipedia.org/wiki/Renault
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French multinational automobile manufacturer
For other uses, see Renault (disambiguation).
RenaultOwnerRenault S.A.CountryFranceIntroducedDecember 1898WebsiteOfficial website
Groupe Renault ( REN-oh, rə-NAWLT, rə-NOH,[7][8] French: [ɡʁup ʁəno], also known as the Renault Group in English; legally Renault S.A.) is a French multinational automobile manufacturer established in 1899.[9] The company produces a range of cars and vans and in the past, has manufactured trucks, tractors, tanks, buses/coaches, aircraft and aircraft engines, and autorail vehicles.
Headquartered in Boulogne-Billancourt, near Paris, the Renault group is made up of the namesake Renault marque along with subsidiaries Alpine and Dacia from Romania.[10][11] It is part of a loose alliance Renault–Nissan–Mitsubishi Alliance (previously Renault–Nissan Alliance) since 1999. The French state and Nissan each own a 15% share of the company.
Renault also has other subsidiaries as RCI Banque (automotive financing), Renault Retail Group (automotive distribution) and Motrio (automotive parts). Renault has various joint ventures, including Horse Powertrain (engine development), Oyak-Renault (Turkish manufacturing), Renault Nissan Automotive India (Indian manufacturing) and Renault Korea (previously Renault Samsung Motors, South Korean manufacturing). Renault Trucks, previously known as Renault Véhicules Industriels, has been part of Volvo since 2001. Renault Agriculture became 100% owned by German agricultural equipment manufacturer CLAAS in 2008.
Renault is known for its role in motor sport, particularly rallying, Formula 1 and Formula E. Its early work on mathematical curve modeling for car bodies is important in the history of computer graphics.[12]
History
[edit]
Founding and early years (1898–1918)
[edit]
The Renault corporation was founded on 25 February 1899 as Société Renault Frères by Louis Renault and his brothers Marcel and Fernand.[9][13] Louis was a bright, aspiring young engineer who had already designed and built several prototypes before teaming up with his brothers, who had honed their business skills working for their father's textile firm. While Louis handled design and production, Marcel and Fernand managed the business.[14]
The first Renault car, the Renault Voiturette 1CV, was sold to a friend of Louis' father after giving him a test ride on 24 December 1898.[15]
In 1903, Renault began to manufacture its own engines; until then it had purchased them from De Dion-Bouton. The first major volume sale came in 1905 when Société des Automobiles de Place bought Renault AG1 cars to establish a fleet of taxis.[16] These vehicles were later used by the French military to transport troops during World War I which earned them the nickname "Taxi de la Marne."[17] By 1907, a significant percentage of London and Paris taxis had been built by Renault.[16] Renault was also the best-selling foreign brand in New York in 1907 and 1908.[18] In 1908 the company produced 3,575 units, becoming the country's largest car manufacturer.[16]
The brothers recognised the value of publicity that participation in motor racing could generate for their vehicles. Renault made itself known through succeeding in the first city-to-city races held in Switzerland, producing rapid sales growth. Both Louis and Marcel raced company vehicles, but Marcel was killed in an accident during the 1903 Paris-Madrid race.[19] Although Louis never raced again, his company remained very involved, including Ferenc Szisz winning the first Grand Prix motor racing event[20] in a Renault AK 90CV in 1906.
Louis took full control of the company as the only remaining brother in 1906 when Fernand retired for health reasons.[14] Fernand died in 1909 and Louis became the sole owner, renaming the company Société des Automobiles Renault (Renault Automobile Company).[9][16]
Renault fostered its reputation for innovation from very early on. At the time, cars were luxury items manufactured without assembly line advances. The price of the smallest Renaults at the time was 3000 francs (₣); an amount equal to ten years pay for the average worker. In 1905, the company introduced mass production techniques and Taylorism in 1913.[21] In 1911, Renault visited Henry Ford at the Highland Park factory and adopted some of the manufacturing principles from his trip.[22]
Renault manufactured buses and commercial cargo vehicles in the pre-war years. The first real commercial truck from the company was introduced in 1906.[23] During World War I, it branched out into ammunition, military aircraft engines[16] (the first Rolls-Royce aircraft engines were modeled and inspired by Renault air-cooled aircraft V8 units)[24][25] and vehicles such as the revolutionary Renault FT tank.[21] The company's military designs were so successful that Louis was awarded the Legion of Honour for his company's contributions.[26] The company exported engines to American automobile manufacturers for use in such automobiles as the GJG, which used a Renault 26 horsepower (19 kW) or 40 hp (30 kW) four-cylinder engine.[27]
Interwar years (1919–1938)
[edit]
Louis Renault enlarged Renault's scope after 1918, producing agricultural and industrial machinery. The war from 1914 until 1918 led to many new products.[28] The first Renault tractor, the Type GP was produced between 1919 and 1930. It was based on the FT tank.[29] Renault struggled to compete with the increasingly popular small, affordable "people's cars," while problems with the United States stock market and the workforce slowed the company's growth. Renault also had to find a way to distribute its vehicles more efficiently. In 1920, Louis signed one of its first distribution contracts with Gustave Gueudet, an entrepreneur from Amiens, France which they still maintain a relationship.
The pre-First World War cars had a distinctive front shape caused by positioning the radiator behind the engine to give a so-called "coal scuttle" bonnet. This continued through the 1920s.[30] Only in 1930 did all models place the radiator at the front. The bonnet badge changed from circular to the familiar and continuing diamond shape in 1925. The practice of installing the radiator behind the engine against the firewall continued during the 1950s and 1960s on vehicles where the engine was installed longitudinally in the rear of the vehicle.
Renault introduced new models at the Paris Motor Show, which was held in September or October of the year. This led to confusion about model years. For example, a "1927" model was mostly produced in 1928.
Renault cars during this time period had two model lines; the economy four-cylinder engine models that in the 1930s became the suffix "Quatre" and the luxury six-cylinder models that were initially sold with the suffix "-six" that later became the suffix "Stella." For example, in 1928, when Renault produced 45,809 cars, its seven models started with a 6CV, a 10CV, the Monasix, 15CV, the Vivasix, the 18/22CV and the 40CV. Renault offered eight body styles. The longer rolling chassis were available to coachbuilders. The smaller were the most popular while the least produced was the 18/24CV. The most expensive body style in each range was the closed car. Roadsters and tourers (torpedoes) were the cheapest.
The London operation was important to Renault in 1928. The UK market was quite large and North America also received exports for the luxury car market. Lifted suspensions, enhanced cooling, and special bodies were common on vehicles sold abroad. Exports to the US by 1928 had declined to near-zero from their high point prior to WWI. A Type NM 40CV Tourer had a US list price of over US$4,600 ($81,623 in 2023 dollars[31]), about the same as a Cadillac V-12, Packard Eight, Fiat 520, or Delahaye. Closed 7-seat limousines like the Renault Suprastella started at US$6,000 ($106,465 in 2023 dollars[31]).
Cars were conservatively engineered and built. The Renault Vivasix, model PG1, was sold as the "executive sports" model beginning in 1927. Lighter weight factory steel bodies powered by a 3,180 cubic centimetre (cc) six-cylinder motor provided a formula that lasted until the Second World War.
"de Grand Luxe Renaults", those with a wheelbase over 12-foot (3.7 m), were produced in small numbers in two major types – six- and eight-cylinder. The 1927 six-cylinder Grand Renault models NM, PI and PZ introduced the new three spring rear suspension that considerably aided stability that was needed since some vehicles surpassed 90 mph (140 km/h).
The straight 8-cylinder Reinastella was introduced in 1929 and expanded to a range culminating in 1939 Suprastella. Coachbuilders included Kellner, Labourdette, J. Rothschild et Fils and Renault bodies. Closed car Renault bodies were often trimmed with interior woodwork by Rothschild.
In 1928, Renault introduced an upgraded specification to its "Stella" line. The Vivastella's and Grand Renaults had upgraded interior fittings and a small star fitted above the front hood logo. This proved to be a winning differentiator and in the 1930s all cars changed to the Stella suffix from the previous two alpha character model identifiers.
The Grand Renaults were built using a considerable amount of aluminium. Engines, brakes, transmissions, floor and running boards and all external body panels were aluminium. Of the few that were built, many went to scrap to aid the war effort.
In 1931, Renault introduced diesel engines for its commercial vehicles.[23]
Renault was one of the few French vehicle manufacturers that pursued the production of aircraft engines after World War I. In the late 1920s, it attempted to produce a high-power military engine to compete with the American Pratt & Whitney units, which proved unsuccessful, although its civil engines achieved better results.[33] In the 1930s, the company took over the aircraft manufacturer Caudron, focusing its production in small airplanes,[33] acquired a stake in Air France and partnered to establish the airmail company Air Bleu.[34] Renault Caudron airplanes settled several speed world records during the 1930s. Renault continued developing tanks as part of France's rearming effort, including the D1 and the FT's replacement, the R 35.[35]
During the late 1920s and early 1930s, Renault was surpassed by Citroën as the largest car manufacturer in France. Citroën models at the time were more innovative and popular than Renault's.[36] However, by mid-1930s the French manufacturers were hit by the Great Depression. Renault could initially offset losses through its tractor, railroad and weaponry businesses, while Citroën filed for bankruptcy, and was later acquired by Michelin.[34] Renault became again the largest car manufacturer, a position it would keep until the 1980s.[34]
Renault was finally affected by the Great Depression economic crisis in 1936. The company spun off Caudron and its foundry and aircraft engine divisions into related but autonomous operations, keeping its core automotive business.[34] Between 1936 and 1938, a series of labour disputes, strikes, and worker unrest spread throughout the French automobile industry.[37] The disputes were eventually quashed by Renault in a particularly intransigent way, and over 2,000 people lost their jobs.[37][38]
World War II and aftermath (1939–1944)
[edit]
After the French capitulation in 1940, Louis Renault refused to produce tanks for Nazi Germany, which took control of his factories. As Renault was manufacturing the Renault UE tank for the Allies, he produced trucks instead. On 3 March 1942, the British Royal Air Force (RAF) launched 235 low-level bombers at the Île Seguin, Billancourt, Paris plant, the largest number aimed at a single target during the war.[39] 460 metric tons (450 long tons; 510 short tons) of bombs were dropped on the plant and the surrounding area, causing extensive damage along with heavy civilian casualties.[40] Renault resolved to rebuild the factory as quickly as possible, but bombardments continued a year later, on 4 April, this time delivered by the Americans, and on 3 and 15 September 1943.[40]
A few weeks after the Liberation of Paris, at the start of September 1944, the factory gates at Renault's Billancourt plant reopened.[40] Operations restarted slowly, in an atmosphere poisoned by plotting and political conspiracy.[40] In 1936, the Billancourt factory had been the scene of violent political and industrial unrest that had surfaced under Léon Blum's Popular Front government. The political jostling and violence that followed liberation ostensibly reflected the rivalries between capitalist collaboration and communist resistance; many of the scores settled predated the invasion.[40]
Responding to the chaotic situation at Renault, a 27 September 1944 meeting of the Council of Ministers (fr) took place under de Gaulle's presidency. Postwar European politics had quickly become polarised between communists and anti-communists, and in France de Gaulle was keen to resist Communist Party attempts to monopolise the political dividends available to resistance heroes: politically Billancourt was a communist stronghold. The government decided to "requisition" the Renault factories.[40] A week later, on 4 October, Pierre Lefaucheux, a resistance leader with a background in engineering and top-level management, was appointed provisional administrator of the firm, assuming his responsibilities at once.[40]
Meanwhile, provisional government accused Louis Renault of collaborating with the Germans. In the frenzied atmosphere of those early post-liberation days, with many wild accusations, Renault was advised by his lawyers to present himself to a judge. He appeared before Judge Marcel Martin, on 22 September 1944[40] and was arrested on 23 September 1944, as were several other French automobile-industry leaders.[40] Renault's harsh handling of the 1936–1938 strikes had left him without political allies and no one came to his aid.[38] He was incarcerated at Fresnes prison where he died on 24 October 1944 under unclear circumstances,[41] while awaiting trial.[42][43]
On 1 January 1945, by de Gaulle's decree, the company was posthumously expropriated from Louis Renault. On 16 January 1945, it was formally nationalised as Régie Nationale des Usines Renault.[40] Renault's were the only factories permanently expropriated by the French government.[44] In subsequent years, the Renault family tried to have the nationalisation rescinded by French courts and receive compensation. In 1945, and again in 1961, the Courts responded that they had no authority to review the government's actions.[38]
Postwar resurgence (1945–1971)
[edit]
Under the leadership of Pierre Lefaucheux, Renault experienced both a commercial resurgence and labor unrest, that was to continue into the 1980s.
In the early 1950s, Renault assembled at least two models; "Standard Saloon" and "De Luxe Saloon" in England.[45]
In secrecy during the war, Louis Renault had developed the rear engine 4CV[46] which was subsequently launched under Lefacheux in 1946. Renault debuted its flagship model, the largely conventional 2-litre 4-cylinder Renault Frégate (1951–1960), shortly thereafter. The 4CV proved a capable rival for cars such as the Morris Minor and Volkswagen Beetle; its sales of more than half a million ensured its production until 1961.
After the success of the 4CV, Lefacheux continued to defy the postwar French Ministry of Industrial Production, which had wanted to convert Renault solely to truck manufacture,[47] by directing the development of its successor. He oversaw the prototyping of the Dauphine (until his death), enlisting the help of artist Paule Marrot in pioneering the company's textile and color division.
The Dauphine sold well as the company expanded production and sales further abroad, including Africa and North America.[48] The Dauphine sold well initially in the US, although it subsequently became outdated against increased competition, including from the country's nascent domestic compacts such as the Chevrolet Corvair. Renault also sold the Renault Caravelle roadster, which was called the Floride outside North America.
During the 1950s, Renault absorbed two small French heavy vehicle manufacturers (Somua and Latil) and in 1955 merged them with its own truck and bus division to form the Société Anonyme de Véhicules Industriels et d'Equipements Mécaniques (Saviem).[50]
Renault then launched two successful cars – the Renault 4 (1961–1992), a practical competitor for the likes of the Citroën 2CV, and the rear-engined Renault 8.[28] The larger Renault 10 followed the success of the R8, and was the last rear-engined Renault. The company achieved success with the more modern and more upmarket Renault 16, a pioneering hatchback launched in 1966, followed by the smaller Renault 6.
On 16 January 1970, the manufacturer celebrated the 25th anniversary of its 1945 rebirth as the nationalised Régie Nationale des Usines Renault. The 1960s had been a decade of aggressive growth: a few months earlier, in October 1969, the manufacturer had launched the Renault 12, combining the engineering philosophy of its hatchbacks with the more conservative "three-box" design. The four-door Renault 12 model fit between the Renault 6 and Renault 16. The model was a success. 1970 was also the first year during which Renault produced more than a million cars in a single year, building 1,055,803.[51]
Modern era (1972–1980)
[edit]
The company's compact and economical Renault 5 model, launched in January 1972,[52] was another success, anticipating the 1973 energy crisis.[28] Throughout the 1970s the R4, R5, R6, R12, R15, R16, and R17 maintained Renault's production with new models including the Renault 18 and Renault 20.
During the mid-seventies, the already broad-based company diversified into more industries and continued to expand globally, including South East Asia. The energy crisis led Renault to again attempt to attack the North American market. Despite the Dauphine's success in the United States in the late 1950s and an unsuccessful assembly project in Saint-Bruno-de-Montarville, Quebec (1964–72), Renault began to disappear from North America at the end of the decade.
Renault acquired a controlling stake in Automobiles Alpine in 1973, and over the decades, Renault developed a collaborative partnership with Nash Motors Rambler and its successor American Motors Corporation (AMC). From 1962 until 1967, Renault assembled complete knock down (CKD) kits of the Rambler Classic sedans in its factory in Belgium.[53] Renault did not have large or luxury cars in its product line and the "Rambler Renault" was positioned as an alternative to the Mercedes-Benz "Fintail" cars. Later, Renault continued to make and sell a hybrid of AMC's Rambler American and Rambler Classic called the Renault Torino in Argentina (sold through IKA-Renault). Renault partnered with AMC on other projects, such as a rotary concept engine in the late 1960s.
In the late 1960s and 1970s, the company established subsidiaries in Eastern Europe, most notably Dacia in Romania, and South America (many of which remain active) and forged technological cooperation agreements with Volvo and Peugeot,[54] (for instance, for the development of the PRV V6 engine, which was used in Renault 30, Peugeot 604, and Volvo 260 in the late 1970s).
In the mid-1960s, Renault Australia was set up in Melbourne. The company produced and assembled models including the R8, R10, R12, R16, sporty R15, R17 coupes, R18, and R20. The unit closed in 1981 and the factory closed with LNC Industries taking over import and distribution of Renaults in Australia.[55]
When Peugeot acquired Citroën and formed PSA, the group's collaboration with Renault was reduced, although established joint production projects were maintained. Prior its merging with Peugeot, Citroën sold to Renault the truck and bus manufacturer Berliet[54] in December 1974,[56] merging it with its subsidiary Saviem in 1978 to create Renault Véhicules Industriels, which became the only French manufacturer of heavy commercial vehicles.[23][50] In 1976, Renault reorganised the company into four business areas: automobiles (for car and light commercial vehicles or LCVs), finance and services, commercial vehicles (coaches and trucks over 2.5 tons GVW), and minor operations under an industrial enterprises division (farm machinery, plastics, foundry, etc.). In 1980, Renault produced 2,053,677 cars and LCVs. The cars at the time were the Renault 4, 5, 6, 7, 12, 14, 16, 18, 20, and 30; the LCVs were the 4, 5, and 12 Société and the Estafette. The company added 54,086 buses/coaches and trucks.[54]
In North America, Renault partnered with American Motors Corporation (AMC), lending AMC operating capital and buying a minority 22.5% stake in the company in late 1979. The first Renault model sold through AMC's dealerships was the R5, renamed Renault Le Car. Jeep was keeping AMC afloat until new products, particularly the XJ Cherokee, could be launched. When the bottom fell out of the four-wheel drive (4×4) truck market in early 1980, AMC was in danger of bankruptcy. To protect its investment, Renault bailed AMC out with cash – at the price of a controlling 47.5% interest.[57] Renault replaced some AMC executives, and Jose Dedeurwaerder of Renault became President of AMC.[28]
The partnership resulted in the marketing of Jeep vehicles in Europe.[28] The Jeep XJ Cherokee may have been a joint AMC/Renault project since some early sketches of the XJ series were made in collaboration by Renault and AMC engineers (AMC insisted that the XJ Cherokee was designed by AMC personnel; even though a former Renault engineer designed the Quadra-Link front suspension for the XJ series).[58] The Jeep also used wheels and seats from Renault. Part of AMC's overall strategy was to save manufacturing costs by using Renault's parts and engineering expertise when practical. This led to the improvement of the venerable AMC inline six – a Renault/Bendix-based port electronic fuel injection system (usually called Renix) transformed it into a modern, competitive powerplant with a jump from 110 to 177 hp (82 to 132 kW) with less displacement (from 4.2 to 4.0 litres). The XJC Cherokee concept, which was conceived in 1983 as a successor to the XJ series, was also a joint collaboration with AMC and Renault engineers until the design was inherited by the Chrysler Corporation in late 1987 after Renault divested AMC – which debuted in 1989 as the Jeep Concept 1 (evolving into the Jeep Grand Cherokee in April 1992).
The Renault-AMC marketing effort in passenger cars was unsuccessful compared to the popularity of Jeep vehicles. This was because, by the time the Renault range was ready, the second energy crisis was over, taking with it much of the desire for economical, compact cars. One exception was the Renault Alliance (an Americanised version of the Renault 9), which debuted for the 1983 model year. Assembled at AMC's Kenosha, Wisconsin plant,[57] the Alliance received Motor Trend's domestic Car of The Year award in 1983.[59] The Alliance's 72% US content allowed it to qualify as a domestic vehicle, making it the first car with a foreign nameplate to win the award. (In 2000, Motor Trend did away with separate awards for domestic and imported vehicles.) A surprising side effect of the AMC linkup was that Renault felt the effects of the Arab League boycott of companies doing business with Israel, as AMC built Jeeps there under license. Plans to sell the Renault 9 in the Middle East were mothballed as a result.[60]
Introductions in the US during the 1980s included the Renault Alliance GTA and GTA convertible – an automatic-top convertible with a 2.0 L engine – big for a car of its class and the Renault Fuego coupé. The Alliance was followed by the Encore (US version of the Renault 11), an Alliance-based hatchback.[57] In 1982, Renault become the second European automaker to build cars in the US, after Volkswagen. However, bland styling and poor product quality proved insurmountable.[61]
Eventually, Renault sold AMC to Chrysler in 1987 after the assassination of Renault's chairman, Georges Besse by Action directe.[28] The Renault Medallion (Renault 21 in Europe) sedan and wagon was sold from 1987 until 1989 through Jeep-Eagle dealerships. Jeep-Eagle was the division Chrysler created out of the former AMC. Renault imports ended after 1989. A completely new full-sized 4-door sedan, the Eagle Premier, was developed during the partnership between AMC and Renault. The Premier design, as well as its state-of-the-art manufacturing facility in Bramalea, Ontario, Canada, were the starting point for the sleek LH sedans such as the Eagle Vision and Chrysler 300M.
In early 1979, as part of its attempts to expand into the US market, Renault bought a 20% stake in truck manufacturer Mack.[62][63] The aim of this operation was to make use of the company's extensive dealership network to distribute light trucks.[64] In 1983, Renault increased its stake in Mack to 44.6%.[63][64] In 1987, it transferred the ownership of a 42% stake to Renault Véhicules Industriels.[65]
In the late 1970s and early 1980s, Renault increased its involvement in motorsport, with novel inventions such as turbochargers in its Formula One cars. Renault's Head of Engines, Georges Douin, orchestrated the installation of turbocharged engines across much of the Renault range beginning in 1980. 10% of all turbocharged European cars in 1984 were Renaults.[66] The company's road car designs were revolutionary in other ways also – the Renault Espace was one of the first minivans and was to remain the most well-known minivan in Europe for the next two decades. The second-generation Renault 5, the European Car of the Year-winning Renault 9, and the most luxurious Renault yet, the aerodynamic 25, were all released in the early 1980s. At the same time, poor product quality damaged the brand. The ill-fated Renault 14 may have been the culmination of these problems in the early 1980s.
Restructuring (1981–1995)
[edit]
Renaults were somewhat successful on both road and track, including the 1984 Espace launch, which was Europe's first multi-purpose vehicle, a dozen years before any competitor. However, Renault was losing a billion francs a month totaling ₣12.5 billion in 1984. The government intervened and Georges Besse was installed as chairman; he set about cutting costs dramatically, selling many of Renault's non-core assets (Volvo stake, Gitane, Eurocar, and Renix), withdrawing almost entirely from motorsports, and laying off many employees.[67] This halved the deficit by 1986, but Besse was murdered by the communist terrorist group Action Directe in November 1986. He was replaced by Raymond Lévy, who continued Besse's initiatives, slimming the company enough that by the end of 1987, Renault was more or less financially stable. However, while Besse was convinced that Renault needed a presence in the North American market and wanted to push forward with restructuring AMC, Lévy, facing domestic losses from Renault at home, and losses from AMC in the US, along with the political climate that led to Besse's assassination, decided to sell AMC to Chrysler that same year.
The Renault 9, a small four-door family saloon, was voted European Car of the Year on its 1981 launch. It sold well in France, but was eventually eclipsed by its sister vehicle, the Renault 11 hatchback, as the hatchback body style became more popular in this size of the car. The Renault 5 entered its second generation in 1984 and continued to sell well. The long-running Renault 18 was replaced by the Renault 21 early in 1986, adding a seven-seater estate badged as the Nevada or Savanna depending on where it was sold. Renault's top-of-the-range model in the 1980s was the Renault 25, launched at the end of 1983.
In 1990, Renault strengthened its collaboration with Volvo by signing an agreement that allowed both companies to reduce vehicle conception costs and purchasing expenses. Renault had access to Volvo's expertise in upper market segments and in return, Volvo exploited Renault's designs for low and medium segments. In 1993, the two companies announced their intention to merge operations by 1 January 1994 and increased their cross-shareholding. The French accepted the merger, while Volvo shareholders rejected it.[67]
A revitalised Renault launched successful new cars in the early 1990s, accompanied by an improved marketing effort on European markets,[67] including the 5 replacement, the Clio in May 1990.[28] The Clio was the first new model of a generation that replaced numeric identifiers with traditional nameplates. The Clio was voted European Car of the Year soon after its launch, and was one of Europe's best-selling cars in the 1990s, proving even more popular than its predecessor. Other important launches included the third-generation Espace in 1996 and the innovative Twingo in 1992, the first car to be marketed as a city car MPV (multi-purpose vehicle). The Twingo was roomier than any prior cars of its size range. Twingo sales reached 2.4 million in Europe, even though the original was only built for (Continental) left-hand drive markets.[68]
Privatisation and the alliance era (1996–2019)
[edit]
It was eventually decided that the company's state-owned status was a detriment. By 1994, plans to sell shares to public investors were officially announced.[67] The company was privatised in 1996.[28] This new freedom allowed the company to venture once again into markets in Eastern Europe and South America, including a new factory in Brazil and upgrades for its infrastructure in Argentina and Turkey. In December 1996, General Motors Europe and Renault begun to collaborate in the development of LCVs, starting with the second generation Trafic (codenamed X83).[70]
Renault's financial problems were not all fixed by the privatisation, and Renault's president, Louis Schweitzer gave to his then deputy, Carlos Ghosn, the task of confronting them. Ghosn elaborated a plan to cut costs for the period 1998–2000, reducing the workforce, revising production processes, standardising vehicle parts and pushing the launch of new models. The company also undertook organisational changes, introducing a lean production system with delegate responsibilities inspired by Japanese systems (the "Renault Production Way"), reforming work methods, and centralising research and development at its Technocentre to reduce vehicle conception costs while accelerating such conception.[67]
After Volvo's exit, Renault searched for a new partner to cope with an industry that was consolidating. Talks with BMW, Mitsubishi, Nissan, PSA and others were held and yielded a relationship with Nissan, whose negotiations with Daimler had stalled.[71] Starting on 27 March 1999, the Renault–Nissan Alliance is the first of its kind involving a Japanese and a French company, including cross-ownership. Renault initially acquired a 36.8% stake at a cost of £2.7 billion in Nissan, while Nissan, in turn, took a 15% non-voting stake in Renault.[72] Renault continued to operate as a stand-alone company, but with the intent to collaborate with its alliance partner to reduce costs. The same year, Renault bought a 51% majority stake of the Romanian company Dacia for £408.5 million,[73] thus returning after 30 years, in which time the Romanians had built over 2 million cars that primarily consisted of local versions of the Renault 8, 12 and 20. In 2000, Renault acquired a controlling stake of the newly formed South Korean Samsung Group's automotive division for £59.5 million.[74]
In Japan, Renault was formerly licensed by Yanase Co, Japan's premier seller of imported cars. However, as a result of Renault's purchase of an interest in Nissan in 1999, Yanase cancelled its licensing contract with Renault in the spring of 2000, and Nissan took over as the sole licensee, hence sales of Renault vehicles in Japan were transferred from Yanase Store locations to Nissan Red Stage Store locations.
In the late 1990s and early 2000s, Renault sold various assets to finance its inversions and acquisitions,[75] refocusing itself as a car and van manufacturer. In 1999, the company sold its industrial automation subsidiary, Renault Automation, to Comau and its engine parts division to TWR Engine Components.[75] In 2001, Renault sold its 50% stake in bus/coach manufacturer Irisbus to co-owner Iveco and its logistics subsidiary, CAT France, to Global Automotive Logistics.[75] Following the sale of Renault Véhicules Industriels to Volvo in 2001, the company retained a minority (but controlling) stake (20%) in the Volvo Group. In 2010 Renault reduced its shareholding to 6.5% and in December 2012 sold its remaining shares.[76] In 2004, Renault sold a 51% majority stake in its agricultural machinery division, Renault Agriculture, to CLAAS. In 2006, CLAAS increased its ownership to 80% and in 2008 took full control.[77]
In the twenty-first century, Renault developed a reputation for distinctive, outlandish design. The second generation of the Laguna and Mégane featured ambitious, angular designs that turned out to be successful, The 2000 Laguna was the second European car to feature "keyless" entry and ignition.[78] Less successful were the company's more upmarket models. The Avantime, a unique coupé multi-purpose vehicle, sold poorly and was quickly discontinued while the luxury Vel Satis model also disappointed. However, the design inspired the lines of the second-generation Mégane, the maker's most successful car. As well as its distinctive styling, Renault was to become known for its car safety by the independent company Euro NCAP[79] Thus, in 2001, the Laguna achieved a five-star rating,[79] followed in 2004 by the Modus,[80] and acquired control of AvtoVAZ in 2008.[81]
In April 2010, Renault–Nissan announced an alliance with Daimler. Renault supplied Mercedes-Benz with its brand new 1.6-litre turbo-diesel engine and Mercedes-Benz provided a 2.0 litre four-cylinder petrol engine to Renault–Nissan.[82] The resulting new alliance was to develop a replacement for the Smart based on the Twingo.[83]
In February 2010, Renault opened a new production factory near Tangier, Morocco, with an annual output capacity of 170,000 vehicles.[84] Initially, it manufactured the Dacia Lodgy and Dacia Dokker models followed in October 2013[85] by the second generation Dacia Sandero. The output capacity increased to 340,000 vehicles per year with the inauguration of a second production line.[86] The site is located in a dedicated free trade area, neighboring Tanger Automotive City.[87] According to Renault, the new factory emits zero carbon and industrial liquid discharges.[88] Over 100,000 vehicles were produced there in 2013. Renault expects to eventually increase production at the Tangier plant to 400,000 vehicles per year.[89]
In the 2010s, Renault increased its efforts to gain market share in the Chinese market. In 2013, it formed a joint venture with Dongfeng Motor Group named as Dongfeng Renault, based on a failed previous venture with the Chinese company Sanjiang.[90] In December 2017, it signed an agreement with Brilliance Auto to create a new joint venture (Renault Brilliance Jinbei) aimed at producing light commercial vehicles and minivans under the Renault, Jinbei and Huasong marques.[91] In December 2018, Renault announced it would acquire a "significant" stake in JMCG's electric vehicle subsidiary JMEV.[92] In July 2019, Renault took a 50% majority stake from JMEV through capital increase.[93] In April 2020, Renault announced it planned to withdraw from the Dongfeng Renault venture, transferring its stake to Dongfeng.[94]
In December 2012, the Algeria's National Investment Fund (FNI), the Société Nationale de Véhicules Industriels (SNVI), and Renault signed an agreement to establish a factory near the city of Oran, Algeria, with the aim of manufacturing Symbol units from 2014 onwards. The production output was estimated at 25,000 vehicles. The Algerian State has a 51% stake in the facility.[95][96]
In September 2013, Renault launched its brand in Indonesia, the world's fourth most populous country, with the aim of becoming one of the top European brands there until 2016. The model range at the time of the launch consisted of the Duster (locally assembled), the Koleos and the Mégane RS.[97] Later, the Clio and the Captur were also added.[98]
In April 2015, the French government upped their stake in Renault from 15% to 19.73% with the aim of blocking a resolution at the next annual general meeting that could reduce its control over the company.[99] In 2017, the government sold back shares and returned to a 15% stake as agreed with Renault.[100]
During 2016, Renault changed position on the viability of small (B-segment) diesel cars in Europe, as they become significantly more expensive when re-engineered to comply with new emissions regulations as a result of the Volkswagen emissions scandal. Renault believes that all small and some mid-size (C-segment) will no longer be diesels by 2020.[101] However, on Friday, 13 January 2017, Renault shares fell as the Paris prosecutor started an investigation into possible exhaust emissions cheating.[102][103] The company later recalled 15,000 cars for emission testing and fixing.[104][105][106] Renault, along with several other automobile companies, has been accused of manipulating the measurement equipment for NOx pollution from diesel cars. Independent tests carried out by the German car club ADAC proved that, under normal driving conditions, diesel vehicles, including the Renault Espace, exceeded legal European emission limits for nitrogen oxide ( NOx) by more than 10 times.[107][108][109] Renault denied any foul play, stating compliance with French and European standards.[110]
In November 2018, Renault's CEO Ghosn was arrested by Japanese officials for allegedly underreporting his Nissan's salary, following an internal review conducted by the Japanese company. Renault traded shares fell more than 15% after the arrest was known.[111] After Ghosn's arrest, the chief operating officer and company deputy chief Thierry Bolloré became the acting CEO and the board director Philippe Lagayette the acting chairman.[112] In January 2019, following Ghosn's resignation, Renault announced it had appointed Jean-Dominique Senard as chairman and the acting CEO Bolloré as CEO.[113] In October 2019, Bolloré was fired and replaced by Renault's CFO Clotilde Delbos as acting CEO. Bolloré said his dismissal was a "coup" by Senard.[114] In January 2020, Renault announced it had named Italian Luca de Meo as its new CEO, with him taking his post on 1 July. Delbos was named as his deputy.[115]
COVID effects, company and Alliance reforms (2019–present)
[edit]
In May 2020, Renault announced a cost-cutting plan aimed at eliminating 15,000 jobs worldwide, about 10% of the company's workforce, due to falling sales and the COVID-19 pandemic.[116]
In January 2021, as part of a company revamp, Renault said it would divide its automotive division into four business units: Renault, Dacia and Lada, Alpine, and Mobilize (the latter for new "new mobility services").[117][118]
In April 2021, Renault said that its revenue fell by 1.1% from the beginning of 2021 until March and it will reduce car production and focus on models with higher margins.[119]
In November 2022, Renault said it plans to spin off the electric car development into a subsidiary company tentatively called Ampère.[120] It also plans to spin off its powertrain production and development operations (including internal combustion engines and hybrid systems) into a joint venture company named Horse with Geely as co-owner.[120][121]
In January 2023, Renault said it intended to transfer almost 30% of its controlling stake in Nissan to a French trust (pending approval by both companies), reducing its shares with voting rights to a minority 15% and, in doing so, making Nissan shares in Renault to gain voting rights. The shareholding and voting ratio of both companies is set to be fixed in the future. The agreement also included Nissan investing in Ampere and projects in various markets.[122][123] In February 2023, both companies approved the going-ahead for the shareholding changes. Final details and regulatory clearances for the transaction were set to be completed by the first quarter of 2023 and it would be done by the fourth quarter. The companies also approved joint projects and Nissan's Ampere investment.[124] The share transfer was completed in November 2023.[125]
Innovations
[edit]
1899 Louis Renault "Driving, speed-changing mechanism and reversing gear"[126] Louis Renault invented a revolutionary direct drive gear[127] with no drive belt, with much better uphill performances.
1963 – Renault 8 was the first serial car with four-wheel disc brake system
1980 – First patents for "Braking distribution device for total adherence"[128][129]
1988 CARMINAT, a real-time system for location and weather information. This program received European support from 1988, under the code Eureka EU-55 CARMINAT.[130] These innovations for the real-time location and human-machine interfaces are included in the Renault R-link system and Carminat TomTom devices.
Controversies
[edit]
Following the 2022 Russian invasion of Ukraine which began on 24 February, many international, particularly Western companies pulled out of Russia. Unlike most of its Western competitors, Renault has been slow to announce any divestments or scaling back of its operations in Russia, drawing criticism.[131][132] On 21 March, after a brief halt, Renault resumed production at the Renault Russia car plant near Moscow.[133][134] On 23 March, while addressing the French National Assembly, Ukrainian president Volodymyr Zelenskyy called for French companies, including Renault, to leave Russia.[135] Later that day, Renault said it had "suspended" Renault Russia operations and was "assessing the available options" regarding its AvtoVAZ ownership.[136] In May 2022, Renault signed agreements to sell 100% of its shares in Renault Russia to Moscow City entity and its 67.69% interest in AvtoVAZ to NAMI (the Central Research and Development Automobile and Engine Institute). The agreement provides an option for Renault to buy back its interest in AvtoVAZ, exercisable at certain times during the next 6 years.[137]
Motorsport
[edit]
Main articles: Renault Sport and Formula Renault
Renault took part in motorsport at the beginning of the 20th century, promoted by Marcel Renault's racing interests and over the years acquired companies with a sporting connection such as Gordini and Alpine.
In the seventies, Renault set up a dedicated motorsport division called Renault Sport, and, in 1978, won the 24 Hours of Le Mans with the Renault Alpine A442. Renault has also achieved success in both rallying and in Formula One over the past few decades.
The company has also backed various one-make single-seater series such as Formula Renault and the Formula Renault 3.5. These two racing series were a step in the career of thousands of drivers, including Formula One champions Fernando Alonso, Sebastian Vettel, Kimi Räikkönen[139] and Lewis Hamilton,[140] as well as IndyCar champion Will Power.[141]
Renault Sport develops and manufactures the Renault Sport-badged cars,[142] as the Renault Clio RS (for Renault Sport) and the Renault Mégane RS, which own the world records in their categories, such as the Nürburgring,[143] and the Suzuka circuit and awards from What Car?,[144] Evo, and other magazines.
Formula One
[edit]
Main article: Renault in Formula One
Renault introduced the turbo engine to Formula One when they debuted their first car, the Renault RS01 at Silverstone in 1977. The Renault team continued until 1986. From 1989 Renault supplied engines for the successful Williams-Renault car.
Renault took over the Benetton Formula team in 2000[145] for the 2001 season and renamed it Renault F1 in 2002. In 2005 and 2006 the team won the Constructors' and Drivers' titles (with Fernando Alonso).[146] At the 2005 French Grand Prix Carlos Ghosn set out his policy regarding the company's involvement in motorsport:
"We are not in Formula One out of habit or tradition. We're here to show our talent and that we can do it properly ... Formula One is a cost if you don't get the results. Formula One is an investment if you do have them and know how to exploit them."
Renault powered the winning 2010 Red Bull Racing team, and took a similar role with its old team in December 2010, when it sold its final stake to the investment group Genii Capital, the main stakeholder[147] since December 2009,[148] ending Renault's direct role in running a F1 team for the second time.[149]
Renault bought the Enstone-based team for the 2016 season, rebranding it Renault.[150][151] In 2021, the team was renamed Alpine F1 Team and became part of the new Alpine business unit, with Renault retained as the engine nameplate.
In 2024, Renault stopped manufacturing Renault F1 engines at Viry-Châtillon.[152][153]
Rallying
[edit]
Renault has been involved in rallying from an early era. Marcel Renault won the 1902 Rallye Paris-Vienna, but lost his life while competing in the 1903 Paris-Madrid rally.[154]
During the 1950s and 1960s, Renault manufactured several small cars with rear wheel drive in some cases, as the 4CV, the R8 or the Dauphine. These cars were well-adapted to the rally of the time, and the tuner Amedee Gordini collaborated with its performance.[154] In the 1950s the Renault Dauphine won several international rallies, including the 1956 Mille Miglia and the 1958 Monte Carlo Rally.[155]
In 1973, Renault took control of Automobiles Alpine, a related company for several years, which was responsible for building successful rally cars such as the A110.[156] A highly evolved A110 won the first World Rally Championship, representing Alpine-Renault.[154]
In 1976, the Alpine's competition department and the Gordini factory at Viry-Chatillon were merged into Renault Sport.[156] The focus shifted to Formula One, although Renault achieved several victories including the 1981 Monte Carlo Rally with the Renault 5 Turbo[155] before retirement from the world rally in late 1994.[154]
Renault cars also participate of cross-country races, most prominently the Dakar Rally. The Marreau brothers won the 1982 edition driving a Renault 20 Turbo 4x4 prototype.[157]
Later, Renault provided a Renault Megane platform[citation needed] and sponsored the Schlesser-Renault Elf buggies that won the 1999[158] and 2000 editions.[159] The 1999 car was the first two-wheel drive Dakar's winner.[160]
Renaults won the European Rally Championship four times, in 1970, 1999, 2004 and 2005.[161]
Financial data
[edit]
Financial data in € billions[162] Year 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Revenue 40.932 41.055 45.327 51.243 58.770 57.419 55.537 43.474 41.659 46.328 52.376 Net income 0.695 1.998 2.960 3.543 5.210 3.302 -141 -8.046 967 -0.716 2.315 Assets 74.992 81.551 90.605 102.103 109.943 114.996 122.171 115.737 113.740 118.319 121.913 Employees 121,807 117,395 120,136 124,849 181,344 183,002 179,565 170,158 156,466 105,812 105,497
Production
[edit]
Vehicle production
[edit]
Below is the ranking of vehicle production in Renault group factories in 2023:[163]
Location Vehicle produced (units) Mioveni (Romania) 322,086 Tangier (Morocco) 287,860 Bursa (Türkiye, Oyak Renault) 284,040 Curitiba (Brazil) 178,332 Valladolid (Spain) 172,733 Batilly (France, SoVAB) 150,260 Sandouville (France) 131,426 Palencia (Spain) 129,567 ElectriCity Maubeuge (France, Ampere) 123,149 Busan (South Korea) 100,503 Casablanca (Morocco) 94,801 Córdoba (Argentina) 83,586 Chennai (India, RNAIPL) 67,266 Novo Mesto (Slovenia) 60,881 Shiyan (eGT-NEV, partner in China) 54,119 ElectriCity Douai (France, Ampere) 51,486 Bursa (Türkiye, with Karsan) 41,327 Envigado (Colombia) 34,712 Flins (France) 16,679 Dieppe (France, Alpine) 4,708 Oran (Algeria) 2,456 Total 2,391,977
Engine production
[edit]
Below is the production of engines, Horse division for thermal engines and Ampere division for electric motors, in the Renault group factories in 2023:[163]
Location Engines produced (units) Valladolid (Spain) 969,502 Cléon (France) 665,129 (thermal + electric) Mioveni (Romania) 345,121 Curitiba (Brazil) 217,866 Bursa (Türkiye) 210,754 Busan (South Korea) 96,527 Total 2,504,899
Gearbox production
[edit]
Below is the production of gearboxes in the Renault group factories in 2023:[163]
Location Gearboxes produced (units) Seville (Spain) 596,576 Cacia (Portugal) 526,627 Mioveni (Romania) 278,509 Cléon (France) 239,990 Los Andes (Chile) 189,529 Bursa (Türkiye) 71,895 Total 1,903,126
Corporate governance
[edit]
Renault's head office is in Boulogne-Billancourt.[164] The head office is located near the old Renault factories; Renault has maintained a historical presence in Boulogne-Billancourt[165] since the company's opening in 1898.[164]
Renault is administered through a board of directors, an executive committee and a management committee.[166] As of January 2019 , members of the 19-seat board include Jean-Dominique Senard (as chairman), Cherie Blair, Catherine Barba and Pascale Sourisse.[167] Clotilde Delbos is the acting CEO.
Products and technologies
[edit]
Main article: List of Renault vehicles
Best-selling Renault Group models in 2023[168]
including Dacia marque Rank Model Sales 1 Dacia/Renault Sandero 308,781 2 Renault Clio 295,325 3 Dacia/Renault Duster 256,722 4 Renault Captur 159,562 5 Renault Trafic 128,041 6 Renault Kwid 112,472 7 Renault Master 107,005 8 Renault Trafic 106,400 9 Dacia Jogger 94,128 10 Renault Megane 87,614
Current models
[edit]
Current model line up, with calendar year of introduction:[169]
Espace (1984–present; crossover SUV)
Clio (1990–present; hatchback)
Twingo (1992–present; hatchback)
Mégane (1995–present; hatchback, estate)
Mégane E-Tech Electric (2021–present; crossover SUV)
Kangoo (1997–present; developed by Renault and sold in some markets as the Mercedes-Benz Citan and the Nissan Townstar)
Twizy (2012–present)
Captur (2013–present; crossover SUV)
Duster Oroch (Latin America only) (2015–present; pick-up)
Kwid (2015–present; hatchback)
Alaskan (2016–present; pick-up)
Triber (2019–present; mini MPV)
Arkana (2019–present; crossover SUV)
Kiger (2021–present)
Taliant (2021–present; restyled Dacia Logan)
Austral (2022–present; crossover SUV)
Rafale (2024–present; crossover SUV)
Scenic E-Tech (2024–present; crossover SUV)
5 E-Tech (2024–present; hatchback)
Dacia vehicles, sold in some markets under the Renault marque:
Logan (2004–present)
Sandero (2008–present)
Duster (2009–present)
Renault Samsung vehicles, sold in some markets under the Renault marque:
Koleos (2008–present; Renault Samsung QM5/Renault Samsung QM6)
Arkana (2020–present; Renault Samsung XM3)
Renault light commercial vehicles:
Master (1980–present; developed by Renault and sold in some markets as the Nissan Interstar)
Trafic (1980–present; developed by Renault and sold in some markets as the Mitsubishi Express and the Nissan Primastar)
Kangoo (1997–present; developed by Renault and sold in some markets as the Mercedes-Benz Citan and the Nissan Townstar)
Express (2021–present; developed by Renault and sold in some markets as the Mercedes-Benz Citan and the Nissan Townstar)
Dacia light commercial vehicles, sold in some markets under the Renault marque:
Dokker (2012–present)
Duster Commercial (2017–present)[170][171]
Concept cars
[edit]
Renault concept cars show future design and technology directions. Since 2008, Renault has displayed various all-electric car concepts under the name "Z.E.", for zero emission, starting with a concept based on the Renault Kangoo Be Bop. Further concepts and announcements followed, with the production of the Fluence Z.E. saloon beginning in 2011 and the Renault Zoe in 2012.
Renault revealed the Ondelios hybrid concept in 2008.[172][173] but this was overtaken by the Z.E. programme. However, Renault presented a new hybrid car in September 2014, the Eolab, which incorporates various innovations that the company said will be added to production models by 2020.[174]
In 2014 at the New Delhi Auto Show, Renault announced a new model, the Kwid Concept, which comes with helicopter drone.[175]
Electric vehicles
[edit]
In 2013, Renault became the leader of electric vehicles sales in Europe, thanks to its large range of vehicles (Twizy, Zoe, Fluence, Kangoo).[176][non-primary source needed] The Renault Zoe was Europe's best selling all-electric car in 2015 and 2016.[177][178] Global Zoe sales reached the 50,000 unit mark in June 2016,[179] and achieved the 150,000 unit milestone in June 2019.[180] Groupe Renault global electric vehicle sales passed the 100,000 unit milestone in September 2016.[181][182] Since the launch of the Renault electric program, the Group has sold more than 273,550 electric vehicles worldwide through December 2019. Since inception, a total of 181,893 Zoe city cars, 48,821 Kangoo Z.E. electric vans, 29,118 Twitzy heavy quadricycles, and 10,600 Fluence Z.E. cars have been sold globally through December 2019.[183]
Beginning in 2008, Renault made agreements for its planned zero-emissions products, including with Israel, Portugal, Denmark and the US states of Tennessee and Oregon,[184] Yokohama in Japan and the Principality of Monaco.[185] Serge Yoccoz is the electric vehicle project director.[186]
In 2008, Renault–Nissan signed a deal to produce electric cars for an initiative in Israel with Better Place, a US company developing new non-petroleum–based transport infrastructure. Renault aimed to sell 10–20,000 cars a year in Israel.[187] Renault also agreed to develop exchangeable batteries for the project.[188] Renault collaborated with Better Place to produce a network of all-electric vehicles and thousands of charging stations in Denmark, planned to be operational by 2011.[189] The Renault Fluence Z.E.,[190] was selected for the Israel project. It became the first zero-emission vehicle with a switchable battery,[191] with trials in 2010 undertaken with the Renault Laguna. Renault ended the partnership in 2013, following Better Place's bankruptcy, with only 1,000 vehicle sales in Israel and 240 in Denmark.[192]
Renault–Nissan and the largest French electric utility, Électricité de France (EDF), signed an agreement to promote electric vehicles in France. The partnership planned to pilot projects on battery management and charging infrastructure.[193] Renault–Nissan also signed deals with Ireland's Electricity Supply Board (ESB),[194] and in Milton Keynes as part of the UK's Plugged in Places national project.[195]
We have decided to introduce zero-emission vehicles as quickly as possible in order to ensure individual mobility against the background of high oil prices and better environmental protection
— Carlos Ghosn, CEO of Renault and Nissan[184]
According to Ghosn, the Renault–Nissan alliance was a fundamental step in electric car development, and that they needed each other for other issues such as battery manufacturing, charging infrastructure and business strategy.[196]
I don't think either Renault or Nissan would have been able to launch an EV alone successfully. You can have an electric car alone. But what you cannot have is an EV business system, from batteries to recycling to cars to infrastructure to negotiation, by being alone.
— Carlos Ghosn, CEO of Renault and Nissan[196]
The Renault–Nissan group is a member of the PHEV Research Center. In September 2013, Renault and Bolloré announced an agreement to collaborate on a new electric vehicle and in car-sharing project.[197]
In 2021, Renault launched a new EV and mobility brand called Mobilize[198] and showed a prototype for a small Twizy-style[199] EV called the EZ-1.[200][201][202] Renault Group also invested into a start-up company Verkor, that should develop EV batteries and about in 2026 build a gigafactory in France.[203]
By 2025, the yearly output of 400,000 electric vehicles is planned.
Eco²
[edit]
In 2007 Renault introduced a new line of eco-friendly derivatives marked eco² that were based on production platforms. A minimum of 5% recycled plastic was used and the vehicle's materials were 95% reusable. Eco²'s CO2 emissions were not to exceed 140g/km, or would be biofuel compatible.[204] At the 2008 Fleet World Honours, Renault received the Environment Award. The chairman of Judges, George Emmerson, commented, "This was the most hotly contested category in the history of the Fleet World Honours, such is the clamour for organizations' green credentials to be recognised. There were some very impressive entries, but the panel felt that Renault's impressive range of low-emission vehicles was the most tangible, and the most quantifiable.[205]
R-Link
[edit]
The R-Link infotainment system, developed by Renault and the CCETT labs during the 1980s,[130] produced with TomTom and fitted in Renault's vehicles, was ranked first in a user accessibility study performed by an independent consulting British company SBD. R-Link received 85% of the users' satisfaction, whereas the second "big five" automotive maker got a 10% lower satisfaction from the users.[206][207][unreliable source?][relevant?]
Autonomous vehicles
[edit]
Renault plans to introduce autonomous vehicle technology by 2020. The company unveiled a prototype, the Next Two (based on the Zoe), in February 2014.[208]
Vehicle design
[edit]
Design
[edit]
"Pre-design" era
[edit]
During its early years, Renault only manufactured the cars' chassis, while the bodywork was completed by coachbuilders. The first car with Renault's bodywork was the "Taxi de la Marne" introduced in 1905.[209] Most Renault-made bodyworks were simple and utilitarian until the Reinastella unveiling in 1928. In the 1930s, Renault developed streamlined cars such as the Viva Grand Sport. In the 1950s, the company worked with Ghia designers.[210]
Renault Styling
[edit]
In 1961, with the assistance of the independent designer Philippe Charbonneaux (responsible for the R8), the company created Renault Styling as a design department, led by Gaston Juchet since 1963.[210][211] In 1975, Robert Opron was named chief designer[211] and Renault Styling was divided into Interior, Exterior and Advanced Design groups.[209]
In the 1960s, an in-house computer-aided design (CAD) computer-aided manufacturing (CAM) system called UNISURF was introduced, led by Pierre Bézier (who popularised Bézier curves and worked at Renault from 1933 until 1975).
Industrial Design Department
[edit]
In 1987, Renault named Patrick le Quément as chief designer[212] and created the Industrial Design Department to replace Renault Styling. The new division incorporated a new management system, with more technology and personnel. Renault gave it the same importance as Engineering and Product Planning, participating in product development.[209][211]
Le Quément was responsible for bold designs such as the Mégane II and the Vel Satis,[213] giving Renault a more coherent and stylish image.[214] In 1995, Design and Quality were merged under le Quément's direction.[209][212] Later, the new department moved to Guyancourt's Technocentre, which also became the base for Engineering and Product Planning. The group was organised in three sections: Automobile Design; Truck, LCV and Bus Design; and Concept Cars and Advanced Design. During the next years, satellite centres opened in Spain (1999), Paris (2000), South Korea (2003), Romania (2007), India (2007),[209][211] Brazil (2008)[215] and China (2019).[216]
At the end of 2009, le Quément was replaced by Laurens van den Acker,[212] who introduced the "cycle of life" concept to Renault's design.[217]
Engineering and Product Planning
[edit]
Most of Renault engineering was decentralised until 1998, when the Technocentre became the main Renault's engineering facility.[67][218] Satellite centres exist, including Renault Technologies Americas (with branches in Argentina, Brazil, Chile, Colombia and Mexico), Renault Technologies Romania (branches in Morocco, Russia, Slovenia and Turkey) and Renault Technologies Spain (branch in Portugal).[219] As of 2013 , Renault's engineering section had over 6,500 employees worldwide, of which 34% were engineers and 63% technicians.[220] Engine development is in charge of a specific division, Renault Powertrains, with nearly 65 engineers.[221] Overseas engineering is increasing and research and design teams are in charge of adjusting existing vehicles to local needs and budgets.[222]
As of 2014 , Engineering, and Product Planning, are directed by Gaspar Gascon Abellan[223] and Philippe Klein[224] respectively.
Technocentre
[edit]
The Renault Technocentre ( French pronunciation: [ʁəno tɛknɔˈsɑ̃tʁ]) is the main research and development facility. It is located in Guyancourt. It covers 150 hectares (370 acres)[225] and integrates all departments involved in developing products and industrial processes (design, engineering and product planning) as well as supplier representatives. The Technocentre gathers more than 8,000 employees[226] and comprises three main sections: The Advance Precinct, The Hive and the prototype build centre. The Advance Precinct, a stepped structure surrounded by a lake, has design studios and other departments related to early design stages. The Hive is the tallest structure and includes research and engineering facilities dedicated to the development process of new vehicles. The prototype build centre is an extension of The Hive. The three main structures are accompanied by smaller technical buildings.[218]
The Technocentre was one of the first enterprises to have real-time life-size 3D modelling systems.[227]
Renault Tech
[edit]
Renault Tech is a division of Renault Sport Technologies, headquartered in Les Ulis. It was established in 2008 and is in charge of modifying cars and vans for special purposes (mobility cars, driver's school cars, and business fleets).[228][229]
Subsidiaries and alliances
[edit]
Subsidiaries
[edit]
Regional marques
[edit]
Dacia
[edit]
Main article: Automobile Dacia
In 1999, Renault acquired a 51% controlling stake from the Romanian-based manufacturer Automobile Dacia, which was later increased to 99.43%.[231] As part of the Renault group, Dacia is a regional marque of entry-levels cars focused on Europe and Northern Africa which shares various models with the Renault marque.[232]
Renault Samsung Motors
[edit]
Main article: Renault Korea
Renault acquired the car division of Samsung on 1 September 2000 in a $560 million deal for 70%,[233] eventually increasing its stake to 80.1%.[234] The majority of the company's (renamed as Renault Samsung Motors) production at its Busan plant is exported under the Renault badge.[235] In April 2024, after being renamed Renault Korea Motors and then Renault Korea, the company unified its marketing with the Renault marque and became an assembly subsidiary.[236]
RCI Banque
[edit]
Main article: RCI Banque
RCI Banque is a wholly owned subsidiary that provides financial services for Renault marques worldwide and Nissan marques in Europe, Russia and South America.[237][238]
Renault Retail Group
[edit]
Renault Retail Group is Renault's wholly owned automobile distributor for Europe.[239] In 1997, the French branches were merged to establish the subsidiary Renault France Automobiles (RFA). In 2001, it served as the basis for Renault Europe Automobiles (REA), which managed sales in Europe.[240] In 2008, the company adopted its current name.[241] Renault Retail Group operates in France, Austria, Belgium, the Czech Republic, Germany, Italy, Luxembourg, Poland, Portugal, Spain, Switzerland, and the United Kingdom.[239]
Manufacturing subsidiaries
[edit]
French factories
[edit]
Manufacturing subsidiaries outside France
[edit]
Alliances
[edit]
Renault–Nissan–Mitsubishi
[edit]
Main article: Renault–Nissan–Mitsubishi Alliance
For many years, Renault had a 43.4% stake in Nissan, thereby giving it effective control de jure, and Nissan held a 15% stake (with no voting rights) in Renault.[253] As of November 2023 Renault owns 15% shares with voting rights. It has more shares in a French trust which it can use for voting in a few limited situations.[125]
As well as sharing engines and joint-development of zero-emissions technology, Nissan increased its presence in Europe by badging various Renault van models such as the Renault Kangoo/Nissan Kubistar, Renault Master/Nissan Interstar and the Renault Trafic/Nissan Primastar. Some passenger cars have also been badge-engineered, such as the Renault Clio-based Nissan Platina in Brazil. The "Renault Production System" standard used by all Renault factories borrowed extensively from the "Nissan Production Way" and resulted in Renault productivity improving by 15%. The alliance led to the loss of 21,000 jobs, and the closure of three assembly and two powertrain plants.[254]
In March 2010 the Renault-Nissan alliance opened its first joint facility in Chennai, India, investing 45 billion rupees (US$991.1 million).[255] The facility builds the Nissan Micra. The Renault Fluence and Renault Koleos are intended to be assembled there from completely knocked-down units. As a result of opening its own factory, Renault ended its five-year Mahindra Renault joint venture with Mahindra & Mahindra company to make and sell the Renault Logan in India.[256]
Renault–Nissan–Mitsubishi and Daimler alliance
[edit]
On 7 April 2010 Ghosn and Daimler AG CEO Dieter Zetsche announced a partnership between the three companies.[257] Daimler acquired a 3.10 per cent stake in Renault-Nissan and Renault and Nissan each took a 1.55 per cent stake in Daimler.[258]
Geely alliance
[edit]
Main articles: Renault Korea and Horse Powertrain
In January 2022, Renault and Chinese manufacturer Geely signed an agreement by which Renault's South Korean subsidiary, Renault Korea Motors, would produce vehicles based on Geely Compact Modular Architecture platform,[259][260] initially intended for the domestic market. In December 2022, Geely acquired a 34% stake of Renault Korea through capital increase as part of their partnership, although the company would continue to be majority owned by Renault and a consolidated subsidiary of it.[261][262]
In May 2024, Renault and Geely established a joint venture holding aimed at producing powertrains, including internal combustion engines (ICE) and hybrid systems.[263] The venture dates back to an agreement between the two companies in November 2022.[264] Both Geely and Renault were set to transfer their intellectual property for ICEs and hybrid systems to the venture holding, and plans to supply engines to Dacia (part of Renault Group), Volvo, Lynk & Co, Proton (part of Geely)[265] as well as Nissan and Mitsubishi Motors from the Renault–Nissan–Mitsubishi Alliance.[266]
American Motors
[edit]
In 1979, Renault entered into an agreement with American Motors Corporation (AMC) to sell cars in the US.[267] A year later, Renault acquired a 22.5% interest in AMC.[268] This was not the first time the two companies had worked together. In the early 1960s, Renault assembled CKD kits and marketed Ramblers in France.[269] In 1982, Renault increased its stake in AMC to 46.4%.[270] The Renault Alliance/Encore (a modified version of the Renault 9 and 11) entered production in the US, but following AMC's continued decline, Renault withdrew from the US in 1987 and sold its share to Chrysler.[271]
Proposed alliances
[edit]
On 30 June 2006, the media reported that General Motors convened an emergency board meeting to discuss a proposal by shareholder Kirk Kerkorian to form an alliance with Renault-Nissan. However, GM CEO Richard Wagoner felt that an alliance would disproportionately benefit Renault's shareholders and that GM should receive compensation accordingly. Talks between GM and Renault ended on 4 October 2006.[272]
In 2007, Renault-Nissan entered talks with Indian manufacturer Bajaj Auto to develop a new ultra-low-cost car along the lines of the Tata Nano.[273] Renault's existing partner in India, Mahindra, was not interested in the project. The proposed joint venture did not come to fruition and in late 2009 the companies announced that Bajaj would develop and manufacturer the vehicle and supply Renault-Nissan with completed cars.[274]
On 7 October 2008 a Renault executive said the company was interested in acquiring or partnering with Chrysler.[275] On 11 October 2008, the New York Times reported that General Motors, Nissan and Renault had all been in discussions over the past month with Chrysler's owner Cerberus Capital Management about acquiring Chrysler.[276]
In May 2019, Fiat Chrysler Automobiles proposed merging its business with Renault.[277] The proposal was later withdrawn.[278]
Awards
[edit]
Renault models have won the European Car of the Year award seven times :
1966: Renault 16[279]
1982: Renault 9[280]
1991: Renault Clio[281]
1997: Renault Scénic[282]
2003: Renault Mégane II[283]
2006: Renault Clio III[284]
2024: Renault Scenic E-Tech
Renault cars have won numerous national-level awards in Spain, Australia, Ireland, the United States,[59][285] Denmark, and elsewhere. Renault and its Dacia subsidiary have won three "Autobest" car of the year awards for the Duster, Logan, and Symbol models.[286]
Under the patronage of the Italian Ministry of Culture, in the 2016 edition of the Corporate Art Awards Renault received by pptArt the award for its Art Collection that inspired the creativity of its car designers.[287]
Marketing and branding
[edit]
Renault markets its products under five marques: Renault, Lada, Dacia, Renault Samsung Motors, and Alpine.[288]
Renault badge
[edit]
Renault's first badge was introduced in 1900 and consisted of the Renault brothers' intertwined initials. When the company started mass production in 1906, it adopted a gear-shaped logo with a car inside it. After World War I the company used a logo depicting an FT tank. In 1923 it introduced a new circle-shaped badge, which was replaced by the "diamond" or lozenge in 1925.[289] The lozenge of Renault means a diamond that expresses the brand's firm desire to project a strong and consistent corporate image.[290]
The Renault diamond logo has been through many iterations.[289] To modernise its image, Renault asked Victor Vasarely to design its new logo in 1972. The transformed logo maintained the diamond shape. The design was later revised to reflect the more rounded lines of the brand's new styling cues.[291] The current badge has been in use since 1992.
The logo for web and print use was updated three times thereafter. In 2002 a more realistic representation inside a yellow rectangle was made which is still used as the Renault Trucks logo albeit in red. In 2004 the logo received the Renault Identité typeface. In 2007, Saguez & Partners produced a version with the wordmark and logo inside a square.[289][292]
In April 2015, Renault introduced new designs to differentiate the company from the product brand, as part of the 'Passion for life' campaign. The new brand logo replaced the yellow background with a yellow stripe. A new typeface was also introduced. A corporate logo was unveiled at the 2015 Annual General Meeting, incorporating Renault, Dacia and Renault Samsung Motors.[293][294]
January 2021 saw the introduction of a new flat diamond logo alongside the Renault 5 Prototype electric concept car. The logo received so much positive feedback that Renault officially introduced the new symbol as their logo in March 2021, according to Renault's design director Gilles Vidal, who joined the group in 2020. They plan to introduce the new diamond on many online platforms in June 2021 and the first model with the new logo featured will be revealed in 2022.[295]
The yellow associated with the company appeared initially in the diamond badge of 1946, when Renault was nationalised.[289][290]
Logo of Renault from 1923 to 1925
Logo of Renault from 1925 to 1946
Logo of Renault from 1946 to 1959
Logo of Renault from 1959 to 1971
Logo of Renault from 1971 to 1972 (This logo was not used because it is considered as a copy of the logo of the company Kent)[296][297]
Logo of Renault from 1972 to 1981 (Vasarely Logo)
Logo of Renault from 1981 to 1992
Logo of Renault from 1992 to 2004
Logo of Renault from 2004 to 2007
Logo of Renault from 2007 to 2015
Logo of Renault from 2015 to 2021 (still used as a badge)
Logo of Renault since 2021
Groupe Renault logo up to 2021 (as distinct from the Renault diamond used for the brand)
Renault Group logo from 2021 onwards
Typeface
[edit]
Renault MN
[edit]
Both the Renault logo and its documentation (technical as well as commercial) historically used Renault MN, a custom typeface developed by British firm Wolff Olins. This type of family is said to have been designed mainly to save costs at a time where the use of typefaces was costly.
A retail version of the font family was sold by URW++ as Renault.[298]
Renault Identité
[edit]
In 2004, French typeface designer Jean-François Porchez was commissioned to design a replacement. This was shown in October of that year and was called Renault Identité.[299] The OpenType font family was developed from the Renault logotype created by Éric de Berranger.[300][301]
Helvetica
[edit]
Since 2007, as part of the Saguez & Partners revamp, all graphic advertising makes use of Helvetica Neue Condensed.[302]
Renault Life
[edit]
The Renault Life font family was built by Fontsmith Limited, based on the foundry's FS Hackney font family.[304]
The family consists of six fonts in three weights (Life, Regular, and Bold) and one width, with complimentary italic.
L'Atelier Renault Paris
[edit]
Renault's flagship showroom, L'Atelier Renault ( French pronunciation: [latəlje ʁəno]), is located on the Champs-Élysées in Paris, with other manufacturers such as Peugeot, Citroën and Toyota. It opened in November 2000, located on the site of Pub Renault, which operated from 1963 until 1999. The first Renault venue at the location was the Magasin Renault in 1910, a pioneering car showroom.[305][306]
L'Atelier features a Renault Boutique as well as regular exhibitions featuring Renault and Dacia cars. An upmarket restaurant is located on the second floor, looking out onto the Champs-Élysées. The ground floor can hold up to five exhibitions at any one time. As of March 2009, 20 million visitors had visited L'Atelier Renault.[307][308][309]
Renault Classic
[edit]
Main article: Renault Classic
Renault Classic is a department within Renault that seeks to collect, preserve and exhibit notable vehicles from the company's history. Originally named Histoire & Collection, the collection was assembled in 2002 and its workshops formally opened on 24 April 2003.[310]
Music
[edit]
Throughout the 1980s and 1990s, Renault's European advertising made extensive use of Robert Palmer's song "Johnny and Mary".[311] Television advertisements initially used Palmer's original version, while a range of special recordings in different styles were produced during the 1990s, most famously the acoustic interpretation by Martin Taylor that he released on his album Spirit of Django.
Renault has sponsored films as an advertising technique since 1899. A Renault Voiturette Type A, driven by Louis Renault, appeared in one of the Lumières' early films.[312][313] Between 1914 and 1940, the company commissioned a series of documentary films to promote its industrial activities.[314] Renault also backed some films set in Africa during the 1920s to promote the reliability of its products on tough conditions.[313] Since 1983, the company sponsors the Cannes Film Festival[315] and it has also sponsored other festivals as the Venice Film Festival, the Marrakech Film Festival[316] and the BFI London Film Festival.[317]
Through its foundations and institutes, Renault funds projects around the world that focus on: education through scholarships,[318] road safety[319] and diversity.
See also
[edit]
Tanks in France
References
[edit]
Further reading
[edit]
Cocks, Brian (March–May 1992). "A Question of Capacity". Air Enthusiast. No. 45. pp. 58–59. ISSN 0143-5450.
Cuq, Benjamin (October 2013). Le livre noir de Renault [The Renault's Black Book] (in French). Paris: First Éditions. ISBN 978-2-7540-5229-0.
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Renault Number of Employees
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https://stockanalysis.com/favicon.ico
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Stock Analysis
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https://stockanalysis.com/stocks/rnlsy/employees/
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Global 500 2013
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Renault SA Company Profile - Renault SA Overview
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Up-to-date Renault SA company overview including funding information, company profile, key statistics, peer comparison and more.
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https://assets.globaldata.com/gdic/assets/img/icon/favicon.ico
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https://www.globaldata.com/company-profile/renault-sa/
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Renault SA - Company Profile
Powered by
All the data and insights you need on Renault SA in one report.
$195 $295
Renault SA (Renault) is an automobile company. The company designs, manufactures, sells, and distributes passenger cars, light commercial vehicles, and electric vehicles. It also provides various services including sales financing, leasing, maintenance, and services contracts. Renault markets products under Renault, Dacia, Alpine and Mobilize brands. It distributes products through a network of primary and secondary dealers across the world. Renault has operations in Europe, Eurasia, the Middle East, North America, South America, Africa, and Asia Pacific. Renault is headquartered in Boulogne-Billancourt, Ile-de-France, France.
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https://www.renault-trucks.com/en/about-renault-trucks/key-figures
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KEY FIGURES
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https://www.renault-trucks.com/en/about-renault-trucks/key-figures
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Workforce
Renault Trucks SAS employs close to 9 500 people worldwide, of which 4,500 in operations and 1,350 in research and development activities.
Global network
Renault Trucks builds and maintains close relationships with customers and drivers via a global network of branches, dealerships and importers.
A comprehensive product offer
Renault Trucks T, T High, C, K, D, D Wide, D, Master Red Edition and Trafic Red Edition models are adapted to a wide range of transport activities: long distance, construction, distribution.
Heritage
Building on the legacy of more than a century of innovative French truck know-how, Renault Trucks supplies transport professionals with tools they need to more efficiently conduct their business.
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Renault SA Revenue vs Number of Employees
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https://www.macroaxis.com/
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Campaign of the Week: Renault, Cars to Work
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Contagious
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https://www.contagious.com/news-and-views/campaign-of-the-week-renault-targets-isolated-communities-with-rental-scheme-for-job-hunters
|
Unmistakably French / Car accessibility is a big issue in France and Renault has found a way play a positive part in the narrative, positioning itself as a contemporary brand with a clear, relevant mission.
Mobility deserts and the inequalities they create for access to employment are a well-known issue in France. The ‘crisis of mobility’ was even at the heart of the much-discussed series of protests known as the ‘gilets jaunes’ (yellow vests) movement, nicknamed for the safety vests worn by protesters – which sparked a political crisis. The trigger was Macron’s fuel tax, as people in rural France who have to drive long distances daily do go to work couldn’t afford the price increase.
‘As small businesses have been dying in these smaller cities and towns, people find themselves forced to seek jobs elsewhere and to shop even for basic goods in malls,’ French sociologist Alexis Spire explained in the New York Times. ‘They need cars to survive, because regional trains and buses have declined or no longer serve them. Once you begin to unpack the Yellow Vest phenomenon, the uprising is a lot about mobility.’
Allowing those on probation periods to use the vehicles they need to secure a job is a concrete way for Renault to provide genuine utility to French people, while addressing a topic that is close to their hearts. It positions Renault as a brand that not only understands the unique challenges of French people but also provides tangible solutions to address them.
Clever targeting / This campaign expands the brand’s presence in areas where people disproportionately use cars over other means of transportation.
Renault strategically targets those living in isolated regions, where car ownership is not just a convenience but a necessity for daily life. Unlike urban centres like Paris, where alternative modes of transportation may be more prevalent, mobility deserts rely heavily on private vehicles for mobility. By meeting the needs of people in such areas, the car brand resonates among communities where car ownership is not just a luxury but a lifeline. It enhances its visibility directly where its consumer pool mostly resides.
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https://www.statista.com/statistics/387166/number-of-renault-group-employees/
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Renault Group - number of employees 2022
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[
""
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[
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In 2022, Renault employed just under 106,000 people worldwide.
|
en
|
Statista
|
https://www.statista.com/statistics/387166/number-of-renault-group-employees/
|
Renault Group - number of employees 2012-2022
Published by
Number of Renault Group employees between 2012 and 2022
Source
Show detailed source information?
Register for free
Already a member?
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Source
Use Ask Statista Research Service
Release date
February 2023
More information
Region
Worldwide
Survey time period
2012 to 2022
Supplementary notes
The figures for 2012 through 2019 were taken from previous annual reports.
The values are as of year-end.
Citation formats
|
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https://auto.economictimes.indiatimes.com/news/frances-renault-puts-paris-white-collar-staff-on-partial-unemployment/74904654
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en
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France's Renault puts Paris white collar staff on partial unemployment, ET Auto
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2020-03-31T08:25:38+05:30
|
Renault: Under the scheme, Paris has pledged to reimburse companies so that workers placed on partial unemployment can still get most of their salary.
|
en
|
https://img.etb2bimg.com/files/cp/upload-1686643488-etauto.ico
|
ETAuto.com
|
https://auto.economictimes.indiatimes.com/news/frances-renault-puts-paris-white-collar-staff-on-partial-unemployment/74904654
|
Reuters
Updated On Mar 31, 2020 at 08:25 AM IST
Read by: 100 Industry Professionals
Read by 100 Industry Professionals
PARIS: French carmaker Renault put most of its white collar staff in the Ile-de-France region around Paris on partial unemployment on Monday as the lockdown imposed due to the coronavirus outbreak lowered activity.
The company will use the scheme that French government has set up to fight the economic crisis caused by the pandemic.
Under the scheme, Paris has pledged to reimburse companies so that workers placed on partial unemployment can still get most of their salary.
"After a two-week stoppage of industrial and commercial activity, it is necessary to adapt the working hours of employees", a Renault spokeswoman told Reuters.
Advt
From Monday and until further notice, Renault white collar staff will work from home in the morning and will be on partial unemployment in the afternoon.
Only a few people will keep their full-time jobs to ensure key activities such as security, maintenance and communication.
The partial unemployment measure in the region of Paris will affect around 1,500 to 2,000 people, a union source said.
In Renault production plants in France, employees will remain on furlough.
Join the community of 2M+ industry professionals
Subscribe to our newsletter to get latest insights & analysis.
Download ETAuto App
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Save your favourite articles
|
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https://rocketreach.co/renault-nederland-profile_b5cf07fef42e09fd
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en
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Renault Nederland Information
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Renault Nederland is an Automotive, Sales & Marketing organization in NL, and Electric Vehicles company_reader located in NL with 226 employees. Find top employees, contact details and business statistics at RocketReach.
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en
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RocketReach
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https://rocketreach.co/renault-nederland-profile_b5cf07fef42e09fd
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Welkom bij de LinkedIn pagina van Renault Nederland. Volg ons en blijf op de hoogte van onze nieuwste modellen, aanbiedingen en services. Via deze pagina beschikt u altijd over het laatste nieuws, de meest actuele activiteiten en de scherpste (lease-)aanbiedingen van Renault Nederland.
View Top Employees from Renault Nederland
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7314
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dbpedia
|
1
| 71
|
https://www.wsws.org/en/articles/2023/10/18/xgrk-o18.html
|
en
|
Auto giant Renault Nissan uses EV transition to undermine conditions at Chennai, India plant
|
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2023-10-18T00:00:00
|
In order to successfully organize the fight against global corporations like Renault Nissan, workers need a global strategy and new organizations of struggle to link up with auto and other workers across India and internationally.
|
World Socialist Web Site
|
https://www.wsws.org/en/articles/2023/10/18/xgrk-o18.html
|
Global auto giant Renault Nissan is in the process of gutting working conditions at its car assembly plant in Oragadam on the outskirts of Chennai, the capital of the south Indian state of Tamil Nadu, as part of its transition to electric vehicle (EV) production.
At the beginning of the month, the company switched the plant from a three-shift to a two-shift operation. The company sent a memo to the workers saying that the change is part of “our efforts to enhance efficiency in line with the market and preparation activities for our upcoming new projects.”
This move was preceded by new measures to intensify management’s ruthless regime of exploitation at the factory. The company set up CCTV (close-circuit television) cameras without any consent or agreement from workers, restricted mobile phone usage during working hours and extended the working day beyond eight hours. At the same time, it announced several “non-production days.”
Management is claiming the change to two-shift production will entail no loss of jobs among the plant’s “permanent” workforce. The plant currently employs around 6,000 workers, of whom slightly more than half are permanent, with the remainder comprised of apprentices, and temporary and contract workers.
Renault Nissan is a leading global auto company and the second-largest car manufacturer in India. It was formed in 1999 through an alliance of France-based Renault and Japan-based Nissan, and employs nearly 450,000 workers worldwide. Renault Nissan is the leading plug-in electric car manufacturer in the world.
The company began its Indian operations in Oragadam in 2010. Renault Nissan previously manufactured an average of over 192,000 cars every year at the plant, equivalent to one car produced every three minutes. A total of 20 models of cars and SUVs have been built at the Chennai plant so far for both domestic and export markets.
Nissan’s COO (Chief Operating Officer) Ashwani Gupta expressed the company’s intentions to the media, explaining that they require higher efficiency for EV production.
Gupta stated that the new phase will see higher capacity utilization and the introduction of EV production starting in 2025. “We are currently at below 50 percent capacity utilization and are looking at scaling it up to 80 percent over a period of time. At present, we don’t have a plan to set up a new plant as we have got an excellent factory. But, of course, this site needs modernization as we are going in for electrification of products,” Gupta said. According to him, by 2030, Nissan will have around 44 percent of its product mix as electrified cars globally.
A Renault Nissan press release in February said that six new models would be built at the Chennai plent, including four new C-segment SUVs and two new A-segment electric vehicles. The latter “will be the first EVs for both Renault and Nissan in India.”
Early this year, a Memorandum of Understanding (MoU) was signed between the DMK-led Tamil Nadu state government and Renault Nissan in the presence of Chief Minister M.K. Stalin for a new investment of 53 billion Indian rupees ($US640 million).
The automaker’s efforts at modernisation and increased efficiency include laying off workers during the transition, placing the full burden of the transition on their backs.
Renault Nissan workers have pointed out to the World Socialist Web Site how the trade union at the plant is working closely with management in this process.
A founding member of the Renault Nissan Rank-and-File Committee-Chennai (RNRFC), which was established by a group of militant Renault Nissan workers last year, commented: “We have not been informed by union leaders who are working hand in glove with management why the shift reductions and non-production days (NPD) have been announced. Many workers in the plant sense that these shift reductions may keep many workers in limbo and management may use this opportunity to easily lay off contract workers and trainees. The transition plan to EV here may also affect permanent workers in the near future. There is surely a danger of job losses.”
The union at the plant, the United Labour Federation (ULF)-affiliated Renault Nissan India Thozhilalar Sangam (RNITS), works as an industrial police force on behalf of management.
Using anti-democratic methods, the RNITS pushed through two concessionary contracts—covering a six-year period from April 2019 to the end of March 2025—over widespread worker opposition 10 months ago. Union officials are known to help Renault Nissan management spy on militant workers.
Any successful struggle by Renault Nissan workers against the management onslaught requires breaking free from the straitjacket of the RNITS and ULF and joining with the Renault Nissan Rank-and-File Committee-Chennai (RNRFC). Workers at the Chennai plant founded the RNRFC last November to organize workers to expose and defeat the union’s collusion with management and forge unity with the struggles of other workers in the Oragadam industrial belt and beyond. The RNRFC fights for the development of a working class counteroffensive against the global attacks of the corporations working in partnership with Modi’s far-right BJP government and the DMK-led Tamil Nadu state government and in connivance with the trade union bureaucracy.
In order to successfully fight corporations like Renault Nissan that operate globally, workers must link their struggles with auto and other workers, not just in Tamil Nadu, but across India and internationally. It is of critical importance for them to establish links with Renault Nissan workers worldwide and autoworkers across North America who are presently fighting against the global auto giants.
In July last year, the Chennai Ford Employees Union (CFEU), working closely with Ford management and Tamil Nadu’s DMK government, called off a militant five-week-long strike led by young workers that was challenging Ford’s “right” to close the plant and throw the workforce onto the scrapheap. Ford is an auto giant which is presently working on converting to EV production. It is financing this conversion through intensified worker exploitation, both so as to maximize profits and attract investors. The Ford closure was part of that plan, as is the planned closing of most of its production facilities in Saarlouis, Germany.
Globally, the auto industry giants are trying to use the phasing out of carbon-gas-producing combustion engine vehicles as a battering ram against the working class. The Big Three auto companies in the US and Canada—GM, Ford and Stellantis—are moving to EV production at the expense of workers’ jobs, wages and other rights with the active collaboration of the United Auto Workers (UAW) and Unifor respectively.
The restructuring taking place in the global auto industry starkly demonstrates the need for the international organization and unification of workers across borders. The national-based unions, whether in India or elsewhere in the world, are always hostile to this perspective, insisting that workers must support “their” corporate bosses against foreign rivals by lowering labor costs.
The transition to EVs cannot be allowed to take place at workers’ expense. Social ownership and workers’ democratic control of the auto industry are needed so that benefits of this transition flow to those who produce society’s wealth, through a massive improvement of workers’ living standards and working conditions, including a reduced work-week, throughout the world.
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7314
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dbpedia
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2
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https://www.tbs-education.com/inspiring/a-company-fab-lab-to-develop-employee-ambidexterity-case-study-renault/
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A company Fab Lab to develop employee ambidexterity
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By Amadou LÔ Order or disorder? Stability or flexibility? Control or ‘laissez faire’? Issues linked to the management of long-term collective action have long been presented in a binary logic where choice fell within the scope of exclusivity. Today more than ever, the development of competitive strategies involves a logic…
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en
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TBS Education
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https://www.tbs-education.com/inspiring/a-company-fab-lab-to-develop-employee-ambidexterity-case-study-renault/
|
By Amadou LÔ
Order or disorder? Stability or flexibility? Control or ‘laissez faire’? Issues linked to the management of long-term collective action have long been presented in a binary logic where choice fell within the scope of exclusivity. Today more than ever, the development of competitive strategies involves a logic suited to economic dynamics whose trends appear contradictory at first glance. At the same time, the evolution of collaborative practices and spaces are playing an important role in the transformation of our ways of working. The company Fab Lab is a manifestation of this which is interesting to analyse.
What is a company Fab Lab?
Recently, a new collaborative workspace dedicated to exploration was born: the Fab Lab. The Fabrication Laboratory [1] – commonly abbreviated to Fab Lab – is a workshop given over to innovation and rapid prototyping. It’s a space where people are free to come and go, swap ideas in a non-formal setting. The Fab Lab was developed at the Massachusetts Institute of Technology (MIT) by professor Neil Gershenfeld in the 2000s. It’s a place that’s open to all, complete with equipment ranging from simple – like a soldering iron – to very sophisticated – like a 3D printer or a laser cutter. Creative and prototyping activities emerge through the interactions of an active community made up of individuals with a range of skills. This all takes place without hierarchies or orders being given.
Originally, Fab Labs were open areas, free and independent facilities located in community settings, whether educational or open to the general public. Up until now, this type of facility existed only in this form. Today, though, big businesses are getting interested in the concept and wish to put it to use in their own organisations in order to stimulate innovation. By opening its exploratory activities to members of production teams, the company Fab Lab poses an interesting challenge: how to reconcile employee production activities and exploratory activities. We worked within the innovation directorate of the French car manufacturer Renault, which has been a pioneer of this process since 2011.
The company Fab Lab, a chance for employees to explore
The Renault Group operates an internal Fab Lab which is a carrier for the upstream phase of the innovation process which is transversal to Renault’s matrix organisation. This process is defined as a regulatory process for all the “vehicle projects,” using precise signposting and a formal distinction in the distribution of functions. However, the people belonging to units of this process dedicated to production activities have complained about poor access to exploration activities.
The Fab Lab was therefore developed within Renault with the aim of bringing new opportunities for employees to get involved in exploratory activities alongside their usual activities. Through its location, its charter, its activities and its digitally-operated machines and tools, the company Fab Lab aspires to be a codified space which is also inclusive and permissive. It was conceived to be directly accessible by employees, so that they can individually carry out exploration activities alongside their production activities, ie, develop their individual ambidexterity.
Practices promoting employee ambidexterity within the company Fab Lab
We have been able to put forward four main practices (table) which characterise the Fab Lab and which explain the emergence of this dynamic: improvisation, innovative design, DIY and rapid prototyping.
Table – practices promoting employee ambidexterity within the company Fab Lab
Our results show that the company Fab Lab constitutes a space conducive to exploration which supports employees wishing to carry out innovative projects alongside their usual production tasks.
It’s a space conducive to social interaction, open to all and all occupations, giving employees the opportunity to organise their time as they wish, between their usual occupation and their exploratory projects. Through this structure, employees get support for their exploratory activities, in the form of the practices we have highlighted – DIY, improvisation, prototyping and innovative design. The Fab Lab acts as an additional support alongside ordinary work, thus rectifying the lack of exploratory activities for employees. It therefore constitutes a facility for the development of employee ambidexterity.
As a physical space lending itself to social interaction, it is open to all and to all types of occupations, offering employees the chance to freely organise their time between their usual production activities and their exploratory projects. This facility allows employees to avail of assistance for their exploratory activities in the form of the practices already highlighted – DIY, improvisation, prototyping and innovative design. So the Fab Lab offers support that complements the workers’ ordinary activity by fulfilling employees’ need for exploratory activities. It therefore constitutes a facility which allows employees to develop ambidexterity.
Conclusion
The in-house Fab Lab offers an opportunity for businesses to use the digital revolution to deal with and adapt to the ever-changing environment of the markets and innovative practice. By offering employees in production units the chance to carry out exploratory activities, we’ve seen that the in-house Fab Lab plays the role of a valuable tool and a support for emerging employee ambidexterity. It takes the form of a safe space for exploratory activities and offers every employee the chance to manage their own work, between production and exploration, and hence to become ambidextrous.
We saw that when offering employees in production roles the opportunity to carry out exploratory activities, the internal Fab Lab is a useful tool and a support to the emergence of employee ambidexterity.
Methodology
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https://www.forbes.com/companies/renault/
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Company Overview & News
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https://www.forbes.com/no-pic/
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https://www.forbes.com/no-pic/
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[
"Renault"
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Renault SA engages in the manufacture of vehicle. It offers passenger cars, commercial vehicles, electric vehicles, and sport vehicles. It operates through
|
en
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Forbes
|
https://www.forbes.com/companies/renault/
|
‘Alien: Romulus’ Heading Toward $40 Million-Plus Opening Weekend
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Netflix’s Best New Movie Arrives With A Perfect 100% Critic Score
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Election 2024 Swing State Polls: Harris Closes Gap In 4 New States—Arizona, Georgia, Nevada, N. Carolina
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https://www.bloomberg.com/news/articles/2023-09-26/renault-nissan-to-drop-common-alliance-purchasing-organization
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Renault, Nissan Auto Alliance Will Drop Common Purchasing Organization
|
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"Electric Vehicles",
"Makoto Uchida",
"Europe",
"Latin America",
"India",
"Automotive",
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"industries"
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[
"Albertina Torsoli"
] |
2023-09-26T00:00:00
|
Renault SA and Nissan Motor Co. are letting go of their common structures in favor of a new, project-by-project set-up, a sign the carmakers are growing further apart after striking a broader deal to rebalance their troubled alliance.
|
en
|
Bloomberg.com
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https://www.bloomberg.com/news/articles/2023-09-26/renault-nissan-to-drop-common-alliance-purchasing-organization
|
Renault SA and Nissan Motor Co. are letting go of their common structures in favor of a new, project-by-project set-up, a sign the carmakers are growing further apart after striking a broader deal to rebalance their troubled alliance.
The French carmaker has briefed employees on how roles previously linked to the alliance will change, Renault said in an emailed statementBloomberg Terminal on Tuesday. By the end of the year, the alliance’s common purchasing organization — viewed as one of the most successful elements of what otherwise turned out to be a fraught relationship — will evolve into distinct teams focused on specific projects, Renault said.
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In 2020, the Renault Group Doubled Its Reach in Employee Advocacy
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2021-07-26T12:38:26+00:00
|
Renault Group succeeded in expanding its visibility on social networks significantly. Positive results were made possible thanks to a solid Employee Advocacy program, which managed to double its reach over the course of 2020.
|
en
|
https://www.sociabble.com/files/themes/sociabble/assets/images/favicons/sociabble.ico
|
Sociabble
|
https://www.sociabble.com/case-studies/renault-group/
|
Despite a challenging year, the Renault Group was able to adapt to new circumstances, and has succeeded in expanding its visibility on social networks significantly. Positive results were made possible thanks to a solid Employee Advocacy program, which managed to double its reach over the course of 2020.
For more than 120 years, Renault has designed, built, and sold vehicles around the world. Founded in 1898 in Boulogne-Billancourt, near Paris, the brand has gradually transformed into a truly international group, providing automotive mobility for people all around the world.
The Renault Group is present in more than 130 countries, and they sold 2.95 million vehicles in 2020 alone. And to manage the human side of this global venture, more than 170,000 employees work on behalf of its various brands. (In 2021: Renault, Dacia/Lada, Alpine, Mobilize).
Given the considerable variety of its activities and its products, brand recognition and identity have become important issues for the company.
The challenge arose: how can an international and diverse company solidify the coherence of the overall group?
In 2016, a project was launched to empower the group’s employees to help convey a consistent brand image and messaging, aligned with the corporate strategy.
Being aware that this fresh communication directive would have to take advantage of new platforms and technologies—social media and mobile networks, in particular—the communication teams decided it best to deploy an Employee Advocacy program.
By promoting the feeling of belonging to the same brand, based on values and a common vision, the initiative would transform employees into brand ambassadors of the Renault Group. Once mobilized and engaged, employees would help to amplify the brand’s share of voice, both internally and externally as well.
The basic objectives of this Employee Advocacy program can be summarized as follows:
In the absence of a tool to centralize and share brand news and information across social networks, the Renault Group decided to seek out the best platform for the job.
Ideally, they wanted a tool that could aggregate attractive content from different sources: social feeds, curated third-party content, content offered by the users themselves (UGC), and content exclusively for communication.
Users needed to be able to find, react to, and easily share content that was relevant or of interest to them, on a single platform, while still helping to increase the visibility of the Renault Group content across social networks.
For its Employee Advocacy program, the Renault Group chose to recruit employees that represented the actual diversity of the brand: in addition to employees in communication and marketing roles, managers and employees in factories around the world (including operators) would serve as the daily users of the platform. Thus, accessibility, multilingual management, and availability on mobile were crucial criteria.
Finally, backed by analytics for precise measurement of content-related activity, the platform had to offer tools for engaging the full community of users.
In light of these criteria, Sociabble’s proposal quickly convinced the Renault Group. Available on mobile and on the web in a host of languages, designed for the aggregation and sharing of rich and visually-branded content across social networks, and open to the creation of user generated content—not to mention its administrative and engagement features—the Sociabble platform provided an effective solution.
By using Sociabble, the ambassadors from each country represented by the group would be able find relevant, interesting content available in their own local language.
But above all, with the option of real-time monitoring for content performance, users can adjust their content offering over time to optimize engagement and sharing.
During the implementation of the project, the Renault Group benefited from one of Sociabble’s strengths: personalized support and monitoring, over time, from a team of specialized consultants. Getting started with the tool, honing the content strategy, optimizing publication and sharing methods, administering and observing the platform performance indicators—the advice from the Sociabble team helped the program run smoothly and effectively.
Exclusive and high-quality content for ambassadors
Today, for the 1,200 employees involved in its Employee Advocacy program,the Renault Group offers a version of the Sociabble platform in the brand’s own colors called “Share It!”.
The Renault Group publishes quality content there, covering all its major subjects: group news to promote team spirit, those of its various brands, and of course, content to facilitate product knowledge and the competitive landscape.
Additionally, the platform is the place to promote innovation and transformation—the environment, new models, electric and hybrid vehicles—it’s all there. And to achieve the group’s strategic objective of becoming the leader in electric vehicles in Europe, the Renault Group relies heavily on the curation of external content via the platform as well.
Through regular publications on the theme of energy transition in the automotive sector as well as others, communication teams and ambassadors contribute to the dissemination of a whole new culture.
Here, the major challenge for the Renault Group team was to come up with an editorial line that served an Employee Advocacy program, while also remaining consistent with the communication plan. Sociabble’s content creation possibilities, particularly for visual and interactive content (multi-image posts, video, surveys, quizzes, etc.) made it possible to quickly overcome this obstacle.
From the brand’s social feeds, aggregated on the platform by means of scheduled curation or by user contributions, these publications can enrich the community with content, and generate positive brand awareness.
Diverse and active ambassadors
From the launch of “Share It!”, the Renault Group has chosen to integrate employees from the various branches of the brand into its platform. This includes representatives from communication and marketing, of course, but also employees in factories as well as engineers. All users have been made aware of the specific objectives of the program thanks to dedicated support.
Because Sociabble is a simple and intuitive platform, fifteen minutes of training were enough to ensure an operational command of its functions. And to support employees over the long term, the Renault Group communications team publishes fresh support content on best practices related to social networks every week.
Sociabble is a simple, useful, fun, and secure tool!
Barbara Marzari Wibaux Managerial coms and employee engagement manager Renault Group
The primary mobile communication tool for the Renault Group
Sociabble’s overall ease of use was a decisive factor for the Renault Group.
More than a flow of information, it’s a tool for engagement
To ensure the involvement of its users on its platform, the Renault Group has relied on the many engagement features included with Sociabble.
First, there is the newsletter module. Perfectly integrated, it allows administrators to compose the most attractive custom newsletter for their audience by selecting the relevant content from the platform. A few clicks are all it takes to compose the titles, design, and layout.
And thanks to Sociabble’s native multilingual features, newsletter content automatically arrives in the user’s preferred language. Once designed and distributed, the newsletter becomes a crucial tool for attracting recipients to “Share It!”, contributing directly to their knowledge and commitment to the brand’s content.
In a company the size of the Renault Group, the relevance of communication also requires precise targeting. Indeed, sending all messages to all employees risks distracting them from the information that’s actually essential for them.
This is why, in order to reduce the noise of its communication and strengthen the engagement of ambassadors around content, the Renault Group has chosen to develop a content targeting strategy that utilizes the audience targeting features included with Sociabble.
For example, it can send the most relevant content specifically to motorsport enthusiasts based on that specific interest, ensuring that dedicated content reaches the right ambassadors for the topic.
In addition to attracting employees with content that’s most interesting to them, the Renault Group takes advantage of the admin and gamification features of Sociabble to generate friendly competition between employees and reward the most committed. Campaigns, challenges, and badges are all motivators for users who can shine through their involvement with Employee Advocacy.
Everyone should be comfortable with digital tools and social media. With the help of Sociabble, we are very active in training and promoting increased skills among employees of the Renault Group.
Barbara Marzari Wibaux Managerial coms and employee engagement manager Renault Group
And to significantly reward its most committed ambassadors, the Renault Group relies on one specific CSR program integrated into the platform: Sociabble Trees. With this platform-native module, the brand can reward the most active ambassadors with trees planted in their name, in reforestation programs around the world.
According to Barbara Marzari Wibaux, the Managerial Comms and Employee Engagement Manager at the Renault Group:
“We are very satisfied with Sociabble Trees, which gives us additional leverage. For ambassadors, it’s often a nice surprise, and that makes them happy. We regularly publish our results (number of trees planted and carbon offset). Today, we even offer a tree as a welcome gift to all new ambassadors.”
First place in share of voice
By equipping hundreds of employees with an Employee Advocacy platform, the Renault Group quickly laid the foundations for an innovative and effective program. Just in the first weeks, the results confirmed the importance and relevance of the initiative, and the Renault Group was able to reach first place in terms of share of voice at major motor shows.
In 2020, “Share It!”, coupled with the content it offers and the partnership between the Group Renault and Sociabble teams, has practically doubled the reach of its Employee Advocacy program. And the initiative’s performance data, consolidated in real time on the platform, makes it possible to adjust the strategy for specific campaigns as they are rolled out, for maximum results.
Additionally, thanks to the enduring commitment of Renault Group employees, more than 400 trees have been planted over the past 4 months, together with the Sociabble Trees program.
The range of possibilities is important, but above all, it’s accessible and easy to implement. There really is a lot you can do with it, and you can do it your own way!
Barbara Marzari Wibaux Managerial coms and employee engagement manager Renault Group
“Sociabble is a simple, useful, fun, and secure tool,” summarizes Barbara Marzari Wibaux, the Renault Group’s Managerial Comms and Employee Engagement Manager.
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2
| 90
|
https://www.industriall-union.org/industriall-signs-quality-of-working-life-agreement-with-renault
|
en
|
IndustriALL signs quality of working life agreement with Renault
|
[
"https://www.industriall-union.org/static/industriALL-logo2.svg",
"https://www.industriall-union.org/sites/default/files/styles/article_top_image_w1440/public/uploads/images/2019/FRANCE/Renault/_mg_0264.jpg?itok=GFaEKCKf",
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"https://www.industriall-union.org/static/IndustriALL-logo-white.svg"
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[] |
[] |
[
""
] | null |
[] |
2019-07-09T14:17:23+02:00
|
Groupe Renault, its Group Works Council and IndustriALL Global Union have signed a precedent-setting global agreement on quality of working life.
|
en
|
/static/icons/apple-touch-icon-57x57.png
|
IndustriALL
|
https://www.industriall-union.org/industriall-signs-quality-of-working-life-agreement-with-renault
|
The global agreement - "Building the world of work together within Groupe Renault” - was signed between Thierry Bolloré, chief executive officer of Renault, Valter Sanches, General Secretary of IndustriALL, the French trade union federations and the other trade union federations or unions represented within the group committee, and Eric Vidal, secretary of the group committee.
The agreement, signed by the ten trade union federations or unions represented in the Group Works Council, provides a basis for structuring social dialogue, both at Group and local level. It offers the possibility and encourages the launching of new initiatives, as well as finding relevant pragmatic solutions to improve employees' life at work, through the negotiation of local agreements.
Through a sustainable approach, the new agreement addresses many aspects of life at work, and particularly those that enable employees to combine performance and well-being.
This approach, which involves all the Group's employees, is based on five fundamental principles:
A dialogue on the evolution of the world of work
A collaborative management system
A sustainable commitment to inclusion
Work-life balance
Adaptation of the working environment
This new agreement complements the global framework agreement signed on July 2, 2013, "Committing together for sustainable growth and development". It confirms the Group's commitment to respect fundamental social rights and incorporates the Convention adopted this year by the ILO to combat violence and harassment at work.
"The agreement puts into practice one of the conclusions of the ILO's centenary: the future of work is not written in advance, it depends on what the labour actors will do with it, particularly through social dialogue. I welcome the signatories of this agreement who are part of this voluntarist and positive perspective with regard to the challenges of labour transformation."
- Guy Ryder, director general of the ILO
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| 33
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https://www.zippia.com/renault-winery-careers-547571/
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en
|
Working At Renault Winery Resort: Company Overview and Culture
|
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"Renault Winery Resort",
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] | null |
[] |
2020-05-18T00:00:00-08:00
|
Learn about working at Renault Winery Resort from employee reviews and detailed data on culture, salaries, demographics, management, financial, and more.
|
en
|
/ui-router/images/favicon.ico
|
https://www.zippia.com/renault-winery-careers-547571/
|
Zippia gives an in-depth look into the details of Renault Winery Resort, including salaries, political affiliations, employee data, and more, in order to inform job seekers about Renault Winery Resort. The employee data is based on information from people who have self-reported their past or current employments at Renault Winery Resort. The data on this page is also based on data sources collected from public and open data sources on the Internet and other locations, as well as proprietary data we licensed from other companies. Sources of data may include, but are not limited to, the BLS, company filings, estimates based on those filings, H1B filings, and other public and private datasets. While we have made attempts to ensure that the information displayed are correct, Zippia is not responsible for any errors or omissions or for the results obtained from the use of this information. None of the information on this page has been provided or approved by Renault Winery Resort. The data presented on this page does not represent the view of Renault Winery Resort and its employees or that of Zippia.
Renault Winery Resort may also be known as or be related to Renault Winery, Renault Winery Inc, Renault Winery Resort, Renault Winery Resort & Golf, Societe Renault Freres and Renault.
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| 74
|
https://www.yardbarker.com/general_sports/articles/renault_employees_slam_alpines_betrayal_of_shutting_down_engine_factory_for_mercedes_power_units/s1_17325_40693132
|
en
|
Renault employees SLAM Alpine’s ‘betrayal’ of shutting down engine factory for Mercedes power units
|
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[
"Aditya Pandya"
] |
2024-08-02T16:01:52-04:00
|
Alpine has gone-through multiple key changes to the team since the beginning of the ground-effect era. Primarily, the team principal has changed twice in the previous two seasons as Oliver Oakes joined the team recently in the mid-2024 season.
|
en
|
/apple-touch-icon.png?v=2
|
Yardbarker
|
https://firstsportz.com/f1-renault-employees-slam-alpines-shutting-down-engine-mercedes-power-units/
|
Alpine has gone-through multiple key changes to the team since the beginning of the ground-effect era. Primarily, the team principal has changed twice in the previous two seasons as Oliver Oakes joined the team recently in the mid-2024 season. Apart from this, Alpine has broken ties with Renult as they became a customer of Mercedes’ Power units from 2026 onwards.
Renault employees have put forth a stern and irritated response to this massive change. Karine Dubreucq, a union representative of the Viry-Châtillon site, reflected on the move. The representative claimed that he or the company didn’t expect such a massive change which was uncalled for. Flavio Briatore‘s arrival to Alpine could’ve been one of the factors for the change.
We didn’t see it coming.
Karine Dubreucq told L’Equipe
Additionally, Dubreucq noted that this switch was a ‘stab in the back’ and a betrayal. The representative further noted that Renault had continued to develop engines capable of winning 12 championships in the past. Hence, the fact that Alpine wasn’t willing to even wait for the first test bench of the new regulation engines was further shocking for the manufacturer.
It's a stab in the back, a betrayal. We have developed engines here capable of being F1 champions 12 times, and now we can't anymore? They didn't even wait for the first test bench. Karine Dubreucq added
Renault could face a complete exit from F1 following Alpine’s switch
Renault has competed in F1 for a very long time both as an engine provider and an independent team. However, Alpine was the only present team equipped with a Renault power unit.
As a result, following this move, the French manufacturer could face a complete exit from the pinnacle of motorsport.
At worst, there would be a 15-horsepower difference. We have redesigned everything in the turbo. If we stop here, we will never hear about a Renault engine in F1 again. An employee from Renault added
Alpine’s disappointing performance in the 2024 season might have been the underlying reason behind the switch. As a result, Mercedes has successfully partnered with multiple teams for the power unit. Hence, the German manufacturer will have to put forth their best work on the new regulation engine to showcase a massive shift in the team’s performance.
|
||||
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https://hbr.org/2022/01/inside-renaults-community-driven-approach-to-innovation
|
en
|
Inside Renault’s Community-Driven Approach to Innovation
|
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[
""
] | null |
[
"Dirk Deichmann",
"Thomas Gillier",
"Marco Tonellato"
] |
2022-01-19T13:40:39+00:00
|
A Renault R&D center holds innovation competitions with a twist: In addition to allowing employees to say whether they like prospective ideas, it allows them to volunteer to help pursue an idea if it gets the green light. After the competition ends, the successful inventor can get in touch with some or all the people who indicated that they would want to help turn the idea into reality who could provide skills and support that the project will need.
|
/resources/images/favicon.ico
|
Harvard Business Review
|
https://hbr.org/2022/01/inside-renaults-community-driven-approach-to-innovation
|
Dirk Deichmann is an associate professor at Erasmus University’s Rotterdam School of Management.
Thomas Gillier is an associate professor at Grenoble Ecole de Management.
Marco Tonellato is an assistant professor at Ludwig-Maximilians-Universität München (LMU Munich).
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https://www.renault.co.in/discover-renault/working-at-renault.html
|
en
|
Working at Renault
|
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[] | null |
en
|
/renault/apple-icon-57x57.png?ck=8
|
https://www.renault.co.in/discover-renault/working-at-renault.html
|
The fact that you are reading this tells me you are interested in a career with Renault.
Let me introduce you to our company. We are the world’s largest automotive alliance and have been manufacturing cars since 1898. For over 120 years, we have shaped the global automotive industry with unmatched passion and breakthrough innovations.
We are one of the youngest automotive brands in India, with a long-term commitment to the country. This is reflected in our investments which include design studios, a technology center, a manufacturing plant and logistics channels.
Our employees have the opportunity to work with 16,000 talented people across our Alliance in India, who are committed to revolutionize the automotive industry, locally and globally.
Talent today, combined with drive, integrity and passion can take you farther than ever before. Let me tell you a bit about my own journey. I was born in Andhra Pradesh and educated in Tamil Nadu. I have held leadership positions across several geographies. Before coming to Renault India, I was head of Renault-Nissan-AVTOVAZ in Russia, steering growth and
profitability for the company.
Like me, there are several examples of talent from Renault India who have moved across different business verticals and entities in India and then to global roles across the Alliance. At Renault, we offer our employees tremendous opportunity to maximize their potential. Moreover, we
equip them with every skill needed to excel in the automotive business.
Groupe Renault views India as a key market and gives it a broad platform to develop its own strategy for growth and innovation. Our India-centric operations are uniquely shaped for this market.
When we revealed Kwid in India, it was the first time that a global concept car had been unveiled outside Europe. Similarly, our latest game-changer Triber was developed and manufactured in India, for Indian customers first, before we took it to the world. Clearly, India is becoming a lead market, which offers our workforce unlimited opportunities for growth.
Our global expertise coupled with our India-centric strategy and penchant for innovation has enabled us to make quick progress in India. We have surpassed the 6,00,000 sales milestone in India and are one of the fastest global automotive brands to do this. We have also consistently featured amongst the top 10 markets, in the global sales rankings of the group. This demonstrates our laser-sharp focus on strategic and operational excellence, with an unrelenting pursuit for growing the Renault brand in India.
We pride ourselves as being ‘One Team’ driven by ‘One Ambition’ and an organization where the whole is greater than the sum of its parts. We foster a spirit of collaboration, encourage new ideas, and believe in constant and continuous learning. The ideal environment to nurture the best talent!
Here’s wishing you the best in your professional career, and hopefully you have an opportunity to experience the ‘Renault Way’.
Best Regards,
Venkatram M.
|
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https://www.marklines.com/en/global/2907
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en
|
Free membership application
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MarkLines Automotive Information Platform
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en
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MarkLines Automotive Information Platform
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https://www.marklines.com/en/members/sign_up
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https://sco.wikipedia.org/wiki/Renault
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en
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Wikipedia
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[
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2010-09-26T14:30:34+00:00
|
/static/apple-touch/wikipedia.png
|
https://sco.wikipedia.org/wiki/Renault
|
Renault S.A. (Euronext: RNO) is a French automaker producing caurs, vans, buses, tractors, an trucks, an, in the past, autorail vehicles. Due tae its alliance with Nissan, it is currently the warld's fowert lairgest automaker. Headquartered in Boulogne-Billancourt, Renault awns the Romanien automaker Automobile Dacia an the Korean automaker Renault Samsung Motors. The Lebanese-Brazilian Carlos Ghosn is the current CEO. The company's maist successful caurs tae date is the Renault Clio an the Renault Laguna, an its core market is Europe. The company is kent for numerous revolutionary designs, security technologies, an motor racin.
|
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https://t21.us/engine-brake-in-aguascalientes-whats-happening-with-the-nissan-renault-and-daimler-alliance/
|
en
|
Engine Brake in Aguascalientes! What’s Happening with the Nissan-Renault and Daimler Alliance?
|
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2024-06-21T17:37:02+00:00
|
The various information about the separation of the alliance between Renault – Nissan and Daimler , specifically at the COMPAS plant (Cooperation Manufacturing Plant Aguascalientes) has unleashed uncertainty in production.
|
en
|
T21
|
https://t21.us/engine-brake-in-aguascalientes-whats-happening-with-the-nissan-renault-and-daimler-alliance/
|
The various information about the separation of the alliance between Renault –Nissan andDaimler , specifically at the COMPAS plant (Cooperation Manufacturing Plant Aguascalientes) has unleashed uncertainty in production.
Given this, in a statement issued by Nissan Mexicana , the Japanese company clarified that its operations in Mexico continue without alterations .
Nissan highlights that “it continues with its usual operation, without any impact, in all the company’s plants in the national territory, including all its operations in the state of Aguascalientes: Aguascalientes 1, Aguascalientes 2 and Powertrain,” the company stressed in the statement.
COMPAS , known for the production of Mercedes-Benz and Infiniti brand vehicles , is facing a significant restructuring that has raised concerns among employees and the local community.
According to various local media, union leader Mario Arredondo , from the Single Union of Automotive Industry Workers of the State of Aguascalientes (SUTIAEA), commented that the plant is going through a complicated situation and the decision was made to reduce personnel.
Likewise, COMPAS workers have reported layoffs and reductions in work shifts . This situation has been confirmed by the same union, which mentioned the possibility of voluntary retirements for those employees who wish to do so.
According to data fromthe National Institute of Statistics and Geography (Inegi), the production of Mercedes Benz vehicles in Mexico shows a reduction of 11% in the January – May cycle, totaling 25,204 units, compared to 28,385 in the same period. period of 2023. Meanwhile, the Inifini brand, which also manufactures in the COMPAS complex , registered a total of four thousand 410 vehicles in the comparative period, 53% less than the nine thousand 455 units in 2023.
COMPAS began operations in 2017 with a joint investment of $1 billion by Daimler and Nissan. However, in 2021, Nissan and Renault announced their departure from the alliance with Daimler in the United States, foreshadowing possible changes to the structure of COMPAS .
|
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https://www.contagious.com/news-and-views/campaign-of-the-week-renault-targets-isolated-communities-with-rental-scheme-for-job-hunters
|
en
|
Campaign of the Week: Renault, Cars to Work
|
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The official website of Contagious
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Contagious
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https://www.contagious.com/news-and-views/campaign-of-the-week-renault-targets-isolated-communities-with-rental-scheme-for-job-hunters
|
Unmistakably French / Car accessibility is a big issue in France and Renault has found a way play a positive part in the narrative, positioning itself as a contemporary brand with a clear, relevant mission.
Mobility deserts and the inequalities they create for access to employment are a well-known issue in France. The ‘crisis of mobility’ was even at the heart of the much-discussed series of protests known as the ‘gilets jaunes’ (yellow vests) movement, nicknamed for the safety vests worn by protesters – which sparked a political crisis. The trigger was Macron’s fuel tax, as people in rural France who have to drive long distances daily do go to work couldn’t afford the price increase.
‘As small businesses have been dying in these smaller cities and towns, people find themselves forced to seek jobs elsewhere and to shop even for basic goods in malls,’ French sociologist Alexis Spire explained in the New York Times. ‘They need cars to survive, because regional trains and buses have declined or no longer serve them. Once you begin to unpack the Yellow Vest phenomenon, the uprising is a lot about mobility.’
Allowing those on probation periods to use the vehicles they need to secure a job is a concrete way for Renault to provide genuine utility to French people, while addressing a topic that is close to their hearts. It positions Renault as a brand that not only understands the unique challenges of French people but also provides tangible solutions to address them.
Clever targeting / This campaign expands the brand’s presence in areas where people disproportionately use cars over other means of transportation.
Renault strategically targets those living in isolated regions, where car ownership is not just a convenience but a necessity for daily life. Unlike urban centres like Paris, where alternative modes of transportation may be more prevalent, mobility deserts rely heavily on private vehicles for mobility. By meeting the needs of people in such areas, the car brand resonates among communities where car ownership is not just a luxury but a lifeline. It enhances its visibility directly where its consumer pool mostly resides.
|
||||
7314
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3
| 55
|
https://www.greenbiz.com/article/renault-breaks-silos-automotive-industry-achieve-circular-goals
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en
|
Renault breaks silos in the automotive industry to achieve circular goals
|
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2022-12-09T00:00:00+00:00
|
What will it take to get to “car-to-car” recycling?
|
en
|
Trellis
|
https://trellis.net/article/renault-breaks-silos-automotive-industry-achieve-circular-goals/
|
After a pandemic-induced hiatus, auto shows have returned with a newfound focus on the inevitable electric future of the automotive industry, and this year’s Paris Motor Show was no different. This year’s show in October, with the theme “The Revolution Is On,” saw the debut of sleek new electric SUVs from industry giants such as U.S.-based Jeep and electric urban mobility solutions from young startups such as Tel Aviv-based City Transformer.
Perhaps the most revolutionary reveal, however, was not of a tangible product, but of a demonstration to commitment to automotive sustainability and circularity by French multinational automobile manufacturer Renault Group.
A new model for automotive circularity
Renault, founded in 1899 and with 170,000 employees today, is one of France’s oldest and largest automobile manufacturers, and has been carving a new legacy for itself over the past decade. At a press conference just a few days ahead of the start of the 2022 Paris Motor Show, Renault Group announced the creation of a new business entity, The Future is NEUTRAL. This new company is entirely dedicated to providing closed-loop solutions across the automotive value chain in order to maintain the value of car parts and materials for as long as possible, and aims to reach $2.43 million in revenue by 2030.
As a founding partner and longstanding strategic partner of the Ellen MacArthur Foundation, Renault has a long history of spurring innovation and developing expertise in circular economy practices. The Future is NEUTRAL draws on over a decade of this expertise, which manifests in initiatives such as Renault’s Refactory, an existing factory that is being transformed to house circular economy activities, and strategic partnerships with other industry players such as Veolia, a resource management company.
“Based on this experience and convinced of the potential of these activities, we are accelerating and creating The Future Is NEUTRAL, which brings together all our industrial and technological assets, as well as our network of strategic partners,” said Luca de Meo, CEO of Renault Group, in a press release.
Renault is well practiced at coalescing resources and organizations to work towards a common vision of circularity, and The Future is NEUTRAL is just the latest iteration of what this sort of collaboration can look like. “Companies are siloed. When you change your organization to become a circular organization, you have to break your silos. When you think at the system level, you have to break the silos outside of your organization,” said Alice Bodreau, strategic partners manager at the Ellen MacArthur Foundation.
Breaking silos within the organization
One major focus for The Future is NEUTRAL is actualizing the “car-to-car” concept, where the car itself becomes the primary source of raw materials for future vehicles. The many paths towards this vision are being explored at the epicenter of Renault’s efforts in this area: the Refactory in Flins, a commune in north-central France.
The first circular economy factory of its kind, Renault’s Refactory houses an industrial and commercial ecosystem that operates across four key pillars: Re-trofit; Re-energy; Re-cycle; and Re-start. Each pillar tackles a different segment of the circular automotive value chain: Re-trofit is focused on extending the life of vehicles through repair and conversion of combustion vehicles to less carbon-intensive vehicles; Re-energy aims to extend the life of vehicle batteries; Re-cycle seeks to increase the percentage of recycled materials in vehicles; and Re-start offers resources to automotive start-ups and partners looking to develop circular innovations.
Enabling vehicles to become their own supply chains requires partnerships with other companies, and The Future is NEUTRAL will accelerate those within the Renault ecosystem. For example, a key outcome of the Re-cycle pillar is developing a vehicle dismantling line. Gaia, one of Renault’s subsidiary companies with operations in the French commune Flins, has expertise in identifying recyclable car parts and materials and ensuring their reuse or recovery through recycling networks. In the future, the Refactory’s vehicle dismantling line will supply Gaia’s operations.
This synergistic environment has many benefits, particularly for the participants of the Re-start incubator program. According to Nathalie Rey, head of innovation hub at the Refactory, the Re-start incubator is designed to facilitate interactions between Renault and startups, entrepreneurs and universities working in the automotive space, who can lean on Renault’s resources to develop or co-develop innovations. There are three types of incubation programs for startups of various types and maturity levels: a circular economy program applied to mobility; an industrialization preparation program; and an industrial-scale vehicle reconditioning program. “The proximity to the Refactory makes it possible to see concretely the projects implemented on an industrial scale,” Rey said.
One such example of the benefits of direct access to Renault’s resources is the work of vehicle manufacturer Tolv (formerly Phoenix Mobility), part of the Re-start incubator. Tolv will develop a retrofit kit that will enable a combustion engine vehicle that is more than 5 years old to be converted to an electric vehicle. The 1,000 retrofit kits, to be developed before the end of 2023 as the first stage of this partnership, will be assembled by Renault and commercially distributed by Tolv.
A microcosm of a circular automotive ecosystem, the Flins Refactory demonstrates the pace of innovation that can be achieved in a heavy industry when silos are broken.
Pursuing ecosystem partnerships
Another of The Future is NEUTRAL’s ambitions is to become the leader in closed-loop battery recycling in Europe. This ambition would not be attainable without ecosystem partnerships with companies up and down the battery supply chain. Renault’s pursuit of such partnerships over the years demonstrates the challenges companies face in working towards common goals.
In 2013, Renault inked a partnership with Veolia, a resource management company with expertise in dismantling and recycling lithium-ion batteries, the most common batteries used in electric vehicles today. Together, the companies hoped to improve the recycling process for batteries, with aims to increase the amount of precious metals that can be recovered and prevent toxic materials from entering the environment during the resource recovery process.
In 2020, Veolia and Solvay, a chemical company with expertise in chemical extraction and purification, formed a consortium to develop solutions for closed-loop lithium-ion battery recycling. Soon afterwards, in 2021, Renault joined the consortium. Each with expertise at a different stage of the battery recycling process, Renault, Veolia and Solvay aimed to form a partnership of the magnitude required for meaningful circular economy innovation. “I think this tells a very strong story of how they’ve demonstrated this need to work internally to deliver on the circular economy agenda, and also embrace and onboard other players as well,” Bodreau of the Ellen MacArthur Foundation said.
Recently, however, Renault terminated the memorandum of understanding with Véolia and Solvay for the closed-loop recycling of EV batteries. When asked to comment on why the partnership had been dissolved, Renault’s press team stated that “all the conditions for the creation of a joint venture/consortium had not been met.”
According to the press office, Renault is continuing its work with Veolia on open-loop battery recycling, in which battery metals are recycled for purposes other than creating new EV batteries.
An enduring strategy
Although competition is typically the name of the game in business, the transition to a circular economy requires companies to think collaboratively and envision new ways of generating value. For Renault, the creation of The Future is NEUTRAL is a tangible statement of their belief in the business value that circular economy practices can bring, and another opportunity to exercise an enduring strategy of breaking silos within the company and across the industry.
With aims to push the automotive industry towards resource neutrality by increasing the rate of recycled material in the production of new vehicles and becoming a leader in closed-loop battery recycling, The Future is NEUTRAL marks an exciting new beginning for Renault and for the future of automotive circularity.
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https://www.marklines.com/en/report/rep2454_202303
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Renault: EV & Software Company "Ampere" Promotes SDVs
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MarkLines provides information such as global vehicle OEM plants, engine factories, transmission factories, production models and achievements.
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MarkLines Automotive Industry Portal
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https://www.marklines.com/en/report/rep2454_202303
|
Renault Megane E-TECH Electric launched in mid-2022
In November 2022, Renault announced the completion of Phase 1 "Resurrection" and Phase 2 "Renovation" of its ongoing five-year "Renaulution" plan and the start of Phase 3 "Revolution".
Renault aims to become a next-generation automotive company focused on the five business areas listed below. Of these, Renault Sport Cars was officially renamed as Alpine Cars (Alpine) and turned into the main development hub for Alpine as well as all Renault group sports cars, while in the other four fields, new companies will be established.
Power: New powertrain company. It is taking over Renault's "Horse Project" to develop internal combustion engine (ICE) and hybrid vehicle technology.
Ampere: World's first EV & Software company to develop software-defined vehicles (SDV) in partnership with Qualcomm Inc. and Google LLC.
Alpine: Aiming to become a full-fledged luxury sports car brand.
Mobilize: Entering new mobility and energy fields with a focus on financing.
The Future Is NEUTRAL: Aiming to realize a circular economy in the automotive industry.
In January 2022, the Renault-Nissan-Mitsubishi Motors Alliance announced their roadmap for the Alliance. The main policies are as follows:
Focusing on EVs and connected mobility towards 2030.
Investing EUR 23 billion over the next five years to accelerate electrification.
Introducing 35 new EV models based on five EV-specific common platforms by 2030.
The content of their roadmap is connected to Renault's new strategy to become a Next Gen automotive company as well as new initiatives of the three alliance companies announced in February 2023.
This Part 2 of the two-part series on new developments in the Renault-Nissan-Mitsubishi Alliance reports on Renault's plans, including the new EV & Software company “Ampere”. The first report (Part 1) covers the new development efforts of Nissan and Mitsubishi.
Related Reports:
Nissan: Agreement with Renault on 15% mutual investment (Mar. 2023)
Paris Motor Show 2022: HMI Report (Part 2) (Dec. 2022)
IAA Transportation 2022 (2) Global CV manufacturer exhibitions (Oct. 2022)
Vienna Motor Symposium 2022 (1) Transformation towards carbon neutral mobility (Jun. 2022)
Renault-Nissan-Mitsubishi Alliance: Mid-term Plan Progress, Accelerating Electrification (Part 2) (Jan. 2022)
Renault-Nissan-Mitsubishi Alliance: Mid-term Plan Progress, Accelerating Electrification (Part 1) (Dec. 2021)
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https://www.renault-trucks.com/en/about-renault-trucks/our-company
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en
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Our company
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Renault Trucks is a truck manufacturer designing, manufacturing and distributing worldwide transport solutions meeting freight mobility operators needs.
|
en
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/themes/custom/corporate/favicon.ico
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https://www.renault-trucks.com/en/about-renault-trucks/our-company
|
With 60,000 vehicles sold in 2022, Renault Trucks is one of the world leaders in heavy goods vehicles. The 9 500 employees of our company are involved in the design, production and sales of trucks and services.
Since 1894
Building on the legacy of more than a century of innovative French truck know-how, Renault Trucks has kept its headquarters in Lyon, France, since 1894, where all its medium and high tonnage trucks are designed and manufactured. Renault Trucks also offers a range of services that includes solutions for financing and insurance, predictive maintenance and optimizing fuel use, as well as the supply of spare parts.
Transport solutions provider
We offer our customers a wide range of new and used trucks (from 2.8 to 60 t), together with services adapted to a wide range of transport activities, including distribution, construction, heavy construction, long distance and special use. Renault Trucks vehicles are powered by diesel engines and alternative energy sources, namely electricity, compressed natural gas and biofuels.
Committed to the energy transition, Renault Trucks offers trucks with controlled fuel consumption as well as 100% electric vehicles, both with an extended operating life.
Renault Trucks vehicles and their related services are delivered to professionals through a network of over 1,400 sales and service outlets in more than 150 countries.
To supply the stock for 1,200 dealers and a dozen regional and local stores worldwide, our spare parts distribution centre in Lyon houses more than 80,000 references and can ship on a daily basis up to 15,000 references to 120 countries.
To provide assistance for customers in the purchase of their trucks, Renault Trucks Financial Services offers a complete range of financial products (credit, lease purchase, finance leases and service contracts) and insurance services (financial loss, damage and public and employer's liability).
More about our product and service offer >
Committed to sustainable mobility
Engaged in research into maximum energy efficiency and sustainable mobility, Renault Trucks sells vehicles with a zero carbon footprint and seizes every opportunity for innovation to build a shared sustainable future.
Every day, 1,300 people are designing and developing these trucks, and 4,500 people are producing the components and assembling them. Convinced that environmental protection requires a virtuous economy, we also offer reconditioned used trucks that are perfectly adapted to the needs of hauliers and the environmental constraints of the countries in which they are used. The company is accelerating its transition to a circular economy and has set up its own recycling and reuse system for the parts for heavy goods vehicles.
Made in France
Renault Trucks manufactures its trucks and most of their components in France. For some destinations in Africa and the Middle East, we rely on local partners who assemble vehicles imported in the form of spare parts (CKD: Completely Knocked Down).
In our Saint-Priest facility near Lyon, we carry out research and development that employs 1,300 people. Innovation is a crucial lever for anticipating the requirements of the goods transport industry and meeting climate challenges. The various business lines work hand in hand to meet new regulatory requirements for the environment and safety, as well as preparing the brand for technological changes and conducting development projects for future trucks.
Our industrial footprint >
Visit facilities >
At the heart of a major key international group
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https://www.scribd.com/document/489113781/traininganddevelopmentprojectofrenault-160427052550-converted
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en
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A Study ON "Training and Development"
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https://imgv2-1-f.scribdassets.com/img/document/489113781/original/fceefe94ec/1723915656?v=1
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traininganddevelopmentprojectofrenault-160427052550-converted - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free.
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en
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https://s-f.scribdassets.com/scribd.ico?19d484716?v=5
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Scribd
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https://www.scribd.com/document/489113781/traininganddevelopmentprojectofrenault-160427052550-converted
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A Study ON "Training and Development"
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https://archive.org/stream/FinancialTimes1986UKEnglish/Jan%252011%25201986%252C%2520Financial%2520Times%252C%2520%252329826%252C%2520UK%2520%2528en%2529_djvu.txt
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en
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Financial Times , 1986, UK, English : Free Download, Borrow, and Streaming : Internet Archive
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https://archive.org/services/img/FinancialTimes1986UKEnglish
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https://archive.org/services/img/FinancialTimes1986UKEnglish
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Internet Archive
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https://archive.org/details/FinancialTimes1986UKEnglish
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https://www.slideshare.net/slideshow/renault-atlas-en-march13/29914571
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en
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Renault atlas - en - march13
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2014-01-11T15:47:20+00:00
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Renault atlas - en - march13 - Download as a PDF or view online for free
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1. 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
2. RENAULT ATLAS MARCH 2013 CONTENTS (1) KEY FIGURES € 41,270 02 04 05 Key figures Key facts and figures The simplified structure of the Renault Group The Renault Group, three brands THE RENAULT-NISSAN ALLIANCE million 2012 revenues 07 08 09 RENAULT GROUP 12 14 20 24 28 29 30 31 32 33 Structure A dedicated team to accelerate synergies The Alliance in 2012 LE GROUPE RENAULT 2011 Workforce Number of vehicles sold (2) (1) Published figures. (2) Renault Group including AVTOVAZ. 41,270 2,139 1,735 128,322 Net income - Group share € million 2012 42,628 Revenues € million 127,086 2,722,883 2,550,286 Organization chart Vehicle ranges Engine and gearbox ranges Motor racing Renault Tech Parts and accessories Financial information RCI Banque Corporate social responsibility Workforce DESIGN, PRODUCTION AND SALES 36 40 42 48 49 50 51 54 60 61 62 63 64 Research & development Production sites Worldwide production Purchasing Supply chain Distribution network Worldwide sales Sales in Europe Sales in Euromed-Africa Sales in Eurasia Sales in Asia-Pacific and China Sales in Americas 114 years of history page This document is also published on the renault.com and declic@com websites. 01
3. RENAULT ATLAS MARCH 2013 02 / 03 KEY FACTS AND FIGURES 2012 OCTOBER The Sandouville factory is transformed, ready to build the future Trafic. JANUARY Renault further develops the entire Mégane family, the brand's flagship for Quality, with the 2012 Collection. JULY New Renault Clio: a heart-stopping design and a hub of innovation. FEBRUARY MAY The Renault Foundation launches the first vocational "electric vehicle and electromobility" degree. At the Casablanca Motor Show (Morocco), Dacia presents two new models which will complete the range this year: Dokker and Dokker van. Mobiliz: Launch of the first social entrepreneurship programme to make mobility available to everyone. Renault enters into negotiations with social partners, aimed at identifying and developing the conditions and resources required to guarantee a sound, sustainable industrial, R&D and tertiary base in France. NOVEMBER Fluence and Symbol are presented at the Istanbul Motor Show. AUGUST In Brazil, Renault increases its engine production capacity by 25%. Inauguration of the Renault-Nissan Alliance factory in Tangier, the first automotive plant in the world with zero CO2 emissions and zero industrial water discharge. MARCH After Logan, Sandero and Duster, Lodgy joins the Dacia range. APRIL Inauguration of a new production line in the Togliatti factory in Russia. JUNE Twizy Way by Renault: an innovative, shared, electric mobility solution. SEPTEMBER Renault presents New Renault Scala and pursues its product offensive in India. At the World Motor Show, Renault presents New Clio and Clio IV Estate, along with New Dacia Logan and New Dacia Sandero. Renault and the Caterham group announce a partnership to design and produce sports cars. DECEMBER Brazil and Russia are now the second and third biggest markets for Renault, after France. For the first time ever, Renault makes over half its sales out of Europe.
4. RENAULT ATLAS MARCH 2013 THE SIMPLIFIED STRUCTURE OF THE RENAULT GROUP Dacia 99.4% Daimler AG 1.55% Renault s.a.s 100% Renault Samsung Motors 80.1% * RCI Banque 100% Automobile Sales Financing in consolidation Associated companies Not included in consolidation scope ONE GROUP, THREE BRANDS The Renault group has been making cars since 1898. Today, it designs, manufactures and markets vehicles under three brands: Renault, Dacia and Renault Samsung Motors. Renault SA Nissan Motor 43.4% 04 / 05 AvtoVAZ 25% Other compagnies, manufacturing and sales Operating in 118 countries with 38 production sites and 13,300 sales outlets, Renault offers a broad range of innovative, safe and increasingly environment-friendly vehicles. Its credit subsidiary RCI Banque finances vehicles for customers and Renault-Nissan Alliance brand dealerships. To meet the major technological challenges of the automobile of the future - and electric vehicles in particular - while pursuing its strategy of profitable growth with the Renault, Dacia and Renault Samsung Motors brands, , the Group draws on the skills of its 127,086 employees worldwide, its alliance with Nissan, its strategic partnership with Daimler AG and, more recently, the Alliance's takeover of Avtovaz, Russia's leading car marker and manufacturer of the Lada.G. * Compagny owned indirectly by Renault s.a.s RENAULT STRATEGIC PLAN I Renault 2016 - Drive the Change is founded on Renault's ambition to make sustainable mobility accessible to all, expressed in the brand baseline “Drive the change”. I The Renault Group's strategic plan covers a six-year period with a mid-term review at the end of 2013. This will allow us to build a long-term strategic outlook to ensure continuity in operations and to establish quantified and precise priorities. RENAULT 2,124,773 DACIA 359,822 RSM* 65,691 vehicles sold vehicles sold vehicles sold Renault 2016 - Drive the Change has been built to meet two objectives I I grow Group sales, generate free cash flow on a lasting basis, with the following aims for 2011-2013: sell more than three million vehicles in 2013, I generate at least €2 billion in aggregate free cash flow. Renault Group sales at December 31, 2012: 2,550,286 I * Renault Samsung Motors.
5. RENAULT ATLAS MARCH 2013 06 / 07 THE RENAULT NISSAN ALLIANCE 2012 was an eventful year for the Alliance, with the inauguration of its second plant in Tangier, Morocco, and the launch at its Chennai plant (India) of the Renault Duster, which met with instant success. The Renault-Nissan Alliance acquired a majority stake and created a joint venture governing AVTOVAZ - Russia's leading car marker and manufacturer of the Lada - and announced the production of the Nissan Rogue crossover at the RSM plant in Busan, Korea. Also in 2012, the strategic partnership with Daimler became tangible with the launch of the first products resulting from the cooperation. STRUCTURE Created in 1999, the Renault-Nissan Alliance is now the longest-standing transnational partnership between two leading manufacturers in the automotive industry. This unique partnership is a flexible and pragmatic model which can be expanded to cover new projects and new partners on a global scale. Founded on the principle of cross-shareholding and common interests, the Alliance optimises synergies without degrading the two partners' brand identities.
6. THE RENAULT-NISSAN ALLIANCE RENAULT ATLAS MARCH 2013 A DEDICATED TEAM TO ACCELERATE SYNERGIES 8/9 THE ALLIANCE IN 2012 In May 2009, in the midst of the global financial crisis, the Renault-Nissan Alliance created a team of Alliance directors tasked with accelerating synergy processes and sharing best practices. Their role is to strengthen and expand cooperation in order to enhance each partner's performance. The team, made of 14 members within the Renault-Nissan BV structure, reports directly to Carlos Ghosn. All decisions are still taken by the Alliance Board, composed from members of the executive teams of Renault and Nissan. In early 2012, the Alliance announced that it had sold more than 8 million vehicles in 2011, through the Renault, Dacia, Renault Samsung Motors, Nissan, Infiniti and Lada brands. In 2012, sales increased again, up to 8.1 million vehicles. The rest of the year saw a number of projects take shape, particularly abroad with the inauguration of the Alliance's second plant in Tangier, Morocco, which produces Dacia Lodgy and Dokker. A second assembly line was opened at the Chennai plant in India, which also saw the launch of the fifth Renault vehicle in two years, the Duster, whose instant success helped Renault become the 8th largest brand on the Indian market in the space of just a few months. In Russia, Renault, Nissan and Avtovaz launched the 'B0' line in Togliatti - the first assembly line capable of producing five models of three brands for the Alliance. As the year drew to a close, the Renault-Nissan Alliance acquired a majority stake in Alliance Rostec Auto BV, a joint venture created with Russian Technologies, which will own 74.5% of Avtovaz in 2014. In Korea, Renault, Nissan and Renault Samsung Motors announced the production of the Nissan Rogue crossover at the Busan plant. STRENGTHENED SYNERGIES 2009 to 2012 evolution of synergies for Renault and Nissan 2009 to 2012 evolution of synergies by type of synergy In 2012, the Alliance won its first fleet contract to supply at least 15,000 vehicles to the global food company Danone. € million € million Finally, the cooperation with Daimler moved up a gear with the launch of production in Maubeuge of the Citan, Mercedes' new light commercial vehicle. The Renault Valladolid Motores plant in Spain, also began production of the diesel engine that has equipped the Class A Mercedes since its launch. Finally, a new engine developed jointly with Daimler was announced at the Paris Motor Show by Carlos Ghosn and Dieter Zetsche. 1,513 770 743 1,632 836 796 1,746 1,513 874 1,174 1,632 1,187 1,746 1,270 ALLIANCE SALES 872 339 2009 Renault 2010 Nissan 2011 445 476 2009 2010 2011 Product Non Product The Alliance gives Renault and Nissan a sustainable competitive edge in the worldwide competition of the automotive industry. Since 2009, the company has systematically ramped up its efforts to develop synergies. The Alliance team is responsible for ensuring that all opportunities are explored. Synergies are monitored by the leaders of cross-company teams (CCTs) and approved by the Alliance economic advisor and by the control functions. Only new synergies are taken into account and can originate in both cost reductions and avoided expenses. Increases in turnover, internal trade and sales financing are not counted as synergies. Synergies worth more than 1.7 billion were delivered in 2011, with another 2 billions expected for 2012. For the fourth year running, the Renault-Nissan Alliance broke its sales record with 8.1 million vehicles sold in 2012, an increase of 0.9% in 2011. Renault and Nissan sold 3.1 million (-6.2%) and 4.9 million (+5.8%) vehicles respectively in 2012. Lada sales amounted to 0.61 million vehicles (-5.5%). The Renault-Nissan Alliance is the 4 th carmaker in the world.
7. RENAULT ATLAS MARCH 2013 10 / 11 THE RENAULT GROUP The Renault Group is a volume carmaker with three brands, Renault, Dacia and Renault Samsung Motors, that meet the expectations of the greatest number of people on its markets, both in France and worldwide.
8. RENAULT ATLAS MARCH 2013 THE RENAULT GROUP ORGANIZATION CHART Carlos GHOSN Chairman & CEO Renault top management organization by the 1st of march 2013 Marie-Françoise DAMESIN Human Resources 12 / 13 Mouna SEPEHRI CEO Office Carlos TAVARES Chief Operating Officer Dominique THORMANN Finance & RCI Banque Florence DE GOLDFIEM Group Communication Laurens VAN DEN ACKER Industrial Design Philippe KLEIN Plan, Product, Programs Jean-Michel BILLIG Engineering & Quality Thomas LANE Product Planning Christian POUILLAUDE Renault Brand Champion Christian VANDENHENDE RNPO Global Purchasing Jérôme STOLL Sales & Marketing, LCV Thierry BOLLORÉ Manufacturing & Supply Chain Christian MARDRUS Alliance Office & Global Logistics Steve NORMAN Global Marketing José-Vincente DE LOS MOZOS Body Assembly Manufacturing, Renault Spain Farid ARACTINGI Audit, Risk Management & Organization Jean-François BRON Powertrain Manufacturing Jean-Marc BERLIOZ Ethics Nadine LECLAIR Vehicle Engineering Jean-Pierre VALLAUDE Quality Jacques BOUSQUET After Sales Christian DELEPLACE Expert Fellow Jean-Michel JALINIER Renault Sport Gaspar GASCON Powertrain Engineering Katsumi NAKAMURA China Operations Jacques DANIEL Project JV China Gilles NORMAND Asia - Pacific Operations Denis BARBIER Americas Operations Bruno ANCELIN Eurasia Operations & Renault Russia Jean-Christophe KUGLER Euromed - Africa Operations Stefan MUELLER Europe Operations Jacques PROST Renault Morocco Bernard CAMBIER France Sales & Marketing Gérard LECLERCQ France Operations Membres du CEG (Comité Exécutif Groupe) Membre du CDR (Comité de Direction de Renault)
9. THE RENAULT GROUP RENAULT ATLAS MARCH 2013 14 / 15 VEHICLE RANGES RENAULT - Passenger Cars Europe Trafic Passenger Koleos Europe and international Kangoo Laguna Coupé Also exists in Berline and Estate versions Mégane Coupé Twingo Mégane Coupé Cabriolet Mégane Berline Also exists in Estate version Espace Also exists in grand Espace version Scénic Also exists in Grand Scénic version Clio 4 Also exists in Estate version Captur
10. THE RENAULT GROUP RENAULT ATLAS MARCH 2013 16 / 17 VEHICLE RANGES RENAULT - Passenger Cars out of Europe RENAULT - Light Commercial Vehicles Talisman Trafic Pulse Vehicle intended exclusively for India Master Also exists in Propulsion version Logan Kangoo Express Also exists in Kangoo Compact Express and Kangoo Maxi Express versions Latitude RENAULT - Electric Vehicles Fluence Fluence ZE Kangoo ZE Sandero Stepway Koleos Duster ZOÉ Twizy
11. THE RENAULT GROUP RENAULT ATLAS MARCH 2013 18 / 19 VEHICLE RANGES DACIA RANGE DACIA RANGE Logan MCV Logan Dokker Stepway Lodgy Duster Sandero RENAULT SAMSUNG MOTORS RANGE QM5 SM5 SM3 SM7
12. THE RENAULT GROUP RENAULT ATLAS MARCH 2013 20 / 21 MOTORS POWERTRAINS RENAULT RENAULT ELECTRIC TWIZY TWINGO GASOLINE DIESEL 3CG (5ch) 3CG (17ch) - - - SCÉNIC D4F (75ch) + JB1/JH1 D4Ft (100ch) + JHQ K4M RS (133ch) + JRQ WIND - D4Ft (100ch) + JHQ K4M RS (133ch) + JRQ CLIO II - D4D Flex (76ch) + JB1 D4F (75ch) + JB1 K4M (110ch) + JB3 PULSE - SYMBOL - MODUS CLIO III KANGOO KANGOO II MÉGANE - - 5AGen1 (60ch) - ELECTRIC - K9K (75ch) + JRQ K9K (90ch) + JRQ FLUENCE L38 K9K (65ch) + JHQ K9K (60ch) + JH3 K9K (85ch) + JR5 D4F (75ch) + JHQ D4Ft (100ch) + JHQ K4M (111ch) + DP0 K9K (90ch) + JRQ D4F (75ch) + JHQ D4F E85 (75ch) + JHQ D4F GPL (70ch) + JHQ D4Ft (100ch) + JHQ K4M (111ch) + JHQ / DP0 K4M (128ch) + TL4 F4R RS (200ch) + TL4 K9K (65ch) + JHQ K9K (70ch) + JHQ K9K (75ch) + JRQ K9K (80ch) + JRQ K9K (85ch) + JRQ / JA5 K9K (90ch) + JRQ K9K (110ch) + TL4 K7M (90ch) + JH3 / JR5 K4M (105ch) + JR5 / DP0 / DP2 K4M E85 (105ch) + JR5 K4M (105ch) + JHQ K4M (111ch) + JHQ/TL4 K4M Flex (110ch) + TL4 H4Jt (130ch) + TL4 H5Ft (115ch) +TL4 M4R (140ch) + FK0 F4Rt (180ch) + PK4 F4Rt RS (265ch) + PK4 (With or whithout HLSD) K4M (110ch) + TL4 K4M E85 (110ch) + TL4 K4M GPL (110ch) + TL4 H4Jt (130ch) + TL4 M4R (140ch) + FK0 H5Ft (115ch) + TL4 - D4F (75ch) + JHQ K7J (75ch) + JB1 K4M Flex (110ch) + JB3 K4M (105ch) + DP0 - - GASOLINE K9K (60ch) + JB3 K9K (70ch) + JH3 K9K (70ch) + JH3 / JR5 K9K (75ch) + JR5 K9K (80ch) + JR5 K9K (85ch) + JR5 K9K (90ch) + JR5 K9K (105ch) + TL4 K9K (110ch) + TL4 K9K (85ch) + JRQ K9K (90ch) + JRQ K9K (105ch) + TL4 K9K (110ch) + TL4 /DC4 F9Q (130ch) + ND4 R9M (130ch) + ND4 M9R (160ch) + PK4 5AGen1 (95ch) K4M (110ch) + JRQ / DP2 K4M (105ch) + JRQ H4M (110ch) + CK1 M4R (140ch) +TL4 / FK0 M4R E100 (140ch) + TL4 / FK0 DIESEL K9K (95ch) + TL4 K9K (105ch) + TL4 K9K (110ch) + TL4 / DC4 F9Q (130ch) + ND4 R9M (130ch) + ND4 M9R (150ch) + AJ0 M9R (160ch) + PK4 K9K (85ch) + JR5 K9K (90ch) + JR5 K9K (105ch) + TL4 K9K (110ch) + DC4 R9M (130ch) + ND4 LAGUNA DBK91 - M4R E85 (140ch) + TL4 F4Rt (170ch) + AJ0 F4Rt (205ch) + PK4 V4Y (240ch) + AJ0 K9K (110ch) + TL4 M9R (130ch) + PK4 M9R (150ch) + PK4/AJ0 M9R (175ch) + AJ0 M9R (180ch) + PK4 V9X (235ch) + AJ0 LATITUDE SAFRANE - M4R E85 (140ch) + TL4 M4R (140ch) + TL4 / FK0 V4U (178ch) + AJ0 V4Y (240ch) + AJ0 K9K (110ch) + TL4 M9R (150ch) + PK4 M9R (175ch) + PK4 / AJ0 V9X (240ch) + AJ0 TALISMAN - V4U (190ch) + AJ0 V4Y (258ch) + AJ0 KOLÉOS - QR25 (170ch) + FK0 / FK8 / ND5 / ND8 M9R (150ch) + AJ0/AJ8/ND5/ND8 M9R (175ch) + ND8 ESPACE - F4Rt (170ch) + PK6 M9R (130ch) + PK4 M9R (150ch) + PK4 / AJ0 M9R (175ch) + PK4 / AJ0 M9R NOx Trap (175ch) + PK4 TRAFIC - F4R (120ch) + PK6 F9Q (100ch) + PK5 / PK6 M9R (95ch) + PF6 M9R (115ch) + PF6 / PA0 MASTER - - G9U (120ch) + PF6 MASTER - - M9T (100 ch) + ZF4 M9T (125 ch) + PF6 / ZF4 / PA0 / ZA4 M9T (150 ch) + PF6 / ZF4 / PA0 / ZA4 -
13. THE RENAULT GROUP RENAULT ATLAS MARCH 2013 22 / 23 MOTORS POWERTRAINS DACIA RENAULT SAMSUNG MOTORS GASOLINE LOGAN / SANDERO DIESEL D4D (75ch) + JH3 D4F (75ch) + JH3 K7J (75ch) + JH3 / JH1 K7M (85ch) + JH3 / JRQ K7M Flex (90ch) + JH3 K4M (105ch) + JH3 / DP0 K4M GNV (85ch) + JH3 K4M Flex (110ch) + JH3 K9K (65ch) + JH3 K9K (75ch) + JHQ K9K (90ch) + JRQ LOGAN BREAK 5 & 7 seats K7J (75ch) + JH3 / JRQ K7M (85ch) + JH3 / JRQ K4M (105ch) + JRQ K9K (65ch) + JRQ K9K (70ch) + JRQ K9K (75ch) + JRQ K9K (85ch) + JRQ K9K (90ch) +JRQ LODGY K7M (80ch) + JR5 K7M (85ch) + JH5 H5Ft (115ch) + JRQ K9K (85ch) + JR5 K9K (90ch) +JR5 K9K (110ch) + TL4 LOGAN Van K7J (75ch) + JRQ K7M (85ch) + JRQ K4M (105ch) + JRQ / DPO K9K (65ch) + JRQ K9K (70ch) + JRQ K9K (75ch) + JRQ K9K (85ch) + JRQ K9K (90ch) +JRQ LOGAN Pick Up K7M (85ch) + JRQ K4M (105ch) + JRQ/DP0 K9K (65ch) + JRQ K9K (70ch) + JRQ K9K (75ch) + JRQ K9K (85ch) + JRQ K9K (90ch) +JRQ DUSTER K4M E85 (105ch) + JRQ / TL8 F4R (136ch) + TL4 / TL8 / DP2 K9K (85ch) + JRQ K9K (90ch) + JRQ / TL8 K9K (110ch) + TL4/TL8 GASOLINE DIESEL SM3 CE QG16 (107ch) + FY / AY1 - SM3 H4M (110ch) + JHQ / CK1 - SM5 M4R (140ch) + FK0 M4R GPL (140ch) + FK0 V4U (178ch) + AJ0 SM7 V4U (190ch) + AJ0 V4Y (258ch) + AJ0 QM5 QR25 (170ch) + FK0 M9R (150ch) + AJ0 / AJ8 / ND5 / ND8
14. THE RENAULT GROUP MOTOR SPORT RENAULT SPORT TECHNOLOGIES (RST) RENAULT ATLAS MARCH 2013 24 / 25 Official participation of the brand in the FIA European Rally Championship (ERC) Organization of international single-seater championships. The only carmaker to design, develop, and market both production and racing vehicles within the same entity. RST is a division of Renault which is behind: I a range of production vehicles, defining, developing, and marketing sports cars derived from the Renault range and niche vehicles GT, GT Line, and RS vehicles are marketed under the Renault Sport brand. It is experiencing substantial international expansion which encompasses Australia, Japan, and other countries. I a range of racing vehicles, defining, developing, manufacturing, and marketing rally and racetrack cars I racing and leisure events, making Renault the leading manufacturer in the organisation of car races. The World Series by Renault consists of four top-level international championships: the FR 3.5 Series, the Eurocup FR 2.0, the Eurocup Mégane Trophy, and the Eurocup Clio. Twingo R1 & R2 Rally Trophies. R1 Twingos will also feature in the Championnat de France Junior. Journées Passion ('Days of Passion'): Track Days, 100% Days, Driving Course, Introduction to the RS Range, etc. KEY FIGURES Our specialities: the design, manufacture, and marketing of vehicles as well as the organization of races and leisure events. I 330 Renault Sport Specialist points of sale worldwide. I 40,000 production vehicles sold in 2012. 8 minutes and 7.97 seconds: new Nordschleife (Nürburgring) lap record for the category of production vehicles with front-wheel drive, set by the Mégane RS Trophy in June 2011. I 350 Renault Sport single-seater races worldwide. I Over five million spectators of the World Series by Renault since 2005; broadcast on television in about fifty countries (76 million TV viewers in 2012). I 550 participants in official Renault Sport rally and racetrack championships. I A gateway to Formula One racing: - Three single-seater classes: Formula Renault 1.6, Formula Renault 2.0, and Formula Renault 3.5. A fleet of nearly one thousand single-seaters. - Nearly 60% of 2012 F1 drivers-Vettel, Hamilton, Räikkönen, Massa, Grosjean, Maldonado, Kovalainen, De La Rosa, Petrov, Di Resta, Kobayashi, Pic, Ricciardo, and Vergne-have participated in a Renault Sport championship. I I 6,000 participants at the Journées Passion since 2005.
15. THE RENAULT GROUP RENAULT ATLAS MARCH 2013 RENAULT SPORT F1 26 / 27 with Williams in 1996 and 1997 brought the score up to six consecutive titles. After a brief hiatus, Renault returned to the racetrack with the Renault F1 Team to win the 2005 and 2006 titles. The latest period of its racing history, in partnership with Red Bull Racing, has added three other constructor championship wins to its record. …AND OF POWERTRAIN PERFORMANCES For thirty years, most F1 world champions-including Mansell, Hill, Senna, Prost, Schumacher, Alonso, and Vettel-have been propelled to victory by a Renault engine. Repeated wins over the seasons point to the performance, energy efficiency, and reliability of Renault engines and bear witness to its expertise as an engine supplier: Performance: Renault engines stand out for their traction and adaptability to different chassis. In 2012, one out of three single-seaters were powered by the RS27. I Efficiency: optimal fuel consumption is a strength of Renault engines, which make the most efficient use possible of each drop of fuel to allow for single-seaters that are lighter and, consequently, faster on the track. I Reliability/sturdiness: Constant refinement of Renault engine mechanics has meant reliable performance over the company's thirty-five racing seasons. Today more than ever, Renault sees F1 racing as a laboratory for new technology and a showcase for the excellence of Renault engines quality and sturdiness. I ELEVEN CONSTRUCTOR TITLES IN THIRTY-FIVE YEARS: AN OUTSTANDING RECORD Renault Sport F1: a dream-team that supply 4 partners Renault Sport F1 plays several roles: it supplies engines, provides technology, and creates B2B partnerships. Renault is a volume manufacturer recognized as an expert engine: it is the only one to repeatedly outperform the best specialists on the track. Four F1 teams, it means one for three, trust Renault engine and are supplied with V8 Renault R.S. 27. PARTNER TEAMS Red Bull Racing Renault / Pilotes : Sebastian Vettel, Mark Webber Lotus F1 Team / Pilotes : Kimi Räikkönen, Romain Grosjean Williams F1 Team / Pilotes : Pastor Maldonado, Valtteri Bottas Caterham F1 Team / Pilotes : Charles Pic, Guido Van der Garde 2012, another season of victory for Renault engines: Red Bull Racing and Sébastien Vettel are propelled to the constructor/driver title by the Renault RS27 engine for the third time in a row. This title is the 11th obtained by Renault* in this sport, joined to 10 driver titles in thirty-five years, 151 victories, and 202 pole positions. *As an F1 team or an engine supplier 35 YEARS OF RACING/COMPETITION… 2013-2014 OUTLOOK After thirty-five years and eleven world constructor championship wins*, Renault's record is outstanding for a volume manufacturer and rivals those of the greatest Formula One specialists. This year will mark the last spin around the tracks for the Renault RS27 V8 engine, while awaiting new regulations and the arrival of the electrified Power unit for the 2014 season which is to offer the same performance while reducing consumption by 40%. By making energy efficiency and management crucial factors, F1 vehicle design comes one step closer to that of production vehicles: a good opportunity for Renault engines' experts to prove once more their know-how on road and tracks. After teaming up with Williams in the late 80s, Renault won its first championship in 1992. This victory was followed by others in 1993 and 1994. In 1995, Renault joined forces with Benetton and took home another international trophy. Two additional championship wins
16. THE RENAULT GROUP RENAULT ATLAS MARCH 2013 28 / 29 PARTS AND ACCESSORIES(1) RENAULT TECH Renault Tech is a business unit set up on September 1, 2008. Its role is to design, produce and sell vehicle conversions and the associated services to meet the needs of consumers and business customers, in compliance with the Quality standards of the Renault Group. PARTS AND ACCESSORIES DIVISION Renault Tech is delegated by program departments to oversee the development and industrial roll-out of new projects for passenger car/LCV partner products. 3,503 people Renault Tech engineering has developed a complementary range of altered vehicles, including transport for the disabled and conversions for business fleets. 1,700 suppliers (of which 300 main suppliers) Production is based at the Heudebouville site and eleven satellites within Renault plants and Dacia in Europe. 217,000 after-sales part numbers 1 million order lines shipped worldwide every day 32 warehouses worldwide 120,000 vehicles were converted in 2012, with a revenues of 78.5 m€. 2012: 1 out of 2 new passenger vehicles registered worldwide subscribed to a service = 1,100,000 service contracts were sold (insurance, maintenance contracts or warranty extensions) Douai Sandouville Maubeuge Batilly Heudebouville REVENUES € million 4,072 Flins Slovenia France Novo mesto Romania Pitesti Palencia REVENUES BY GEOGRAPHICAL REGION € million Valladolid Barcelona Dedicated plant Satellite plant The Renault TECH product range comprises four categories Cars Partner Product LCV Partner Product LPG, Alarms, heating rods, personalization,… Extended cabs, skips, platforms Wood interiors,... Sold under the brand name RENAULT Further alterations Fleets Transport for the disabled EDF, France Télécom, Driving schools, UGAP, La Poste, plastic tray Ricard, Bouygues, cars/LCVs… OCP, ADP, Elis,…. Sold under the brand name RENAULT TECH 2011 2012 3,376 1,719 313 91 228 223 3,100 1,579 311 131 278 252 TOTAL Bursa World perimeter consolidated (inc. RSM) Europe (o/w France) France Euromed-Africa Eurasia Americas Asia-Pacific ( yc RSM) Spain 4,231 4,072 (1) Accessories, tyres, multibrand parts (Motrio), tooling (Prosteel), paint (Ixell), standard exchange, wash-renovation (Ixtar).
17. THE RENAULT GROUP RENAULT ATLAS MARCH 2013 30 / 31 FINANCIAL INFORMATION RCI BANQUE € million RCI Banque, the financial subsidiary arm of the Renault Group, is present in 38 countries. It provides a full range of services and financing solutions for three customer constituencies: consumers, business customers and the Renault, Dacia, Renault Samsung Motors, Nissan and Infiniti brand networks. REVENUES 2011 2012 1,949 1,949 42,628 2,114 2,114 41,270 2011 2012 330 761 1,091 2.6% -25 754 729 1.8% 2011 2012 Pre-tax income Net income - Group share 2,139 2,092 1,735 1,772 SHAREHOLDERS’ EQUITY AND NET FINANCIAL DEBT 2011 2012 299 24,450 - 1,492 24,437 1.2% 0.0% Automobile Sales Financing TOTAL RENAULT GROUP OPERATING MARGIN Automobile Sales Financing TOTAL RENAULT GROUP As a % of revenues NET INCOME Net financial debt of Automobile Shareholders' equity (Automobile) Net financial debt of Automobile Shareholders' equity (as a %) SHARE IN NET INCOME OR ASSOCIATED COMPANIES RCI Banque: I provides consumers with solutions for purchasing, running or replacing a new or used Renault, Nissan or Dacia vehicle. I brings business customers a full range of services from contract hire with service options through to fleet management without financing. I finances network stocks of new and used vehicles and replacement parts. NEW FINANCING AND AVERAGE New and used vehicles from Renault, Nissan, Dacia, Renault Samsung Motors and Infiniti. € million 2011 2012 Financing rate (on new vehicles) New vehicle financing Number of vehicle contracts Net loans outstanding at end of period 33.6% 11,089 1,025,000 22,767 35.0% 10,800 976,000 24,185 FINANCING RATE AND TOTAL AVERAGE LOANS OUTSTANDING BY REGION RCI Banque's share of sales of new vehicles from Renault, Dacia, Nissan, Renault Samsung Motors and Infiniti. As a % / € million 2011 2012 1,332 136 49 1,517 1,234 80 (1) 186 1,500 Rate of Penetration Net loans Outstanding 2011 2012 2011 2012 (1) based on three terms. France Europe (o/w France) Euromed America Asia-Pacific 34.5% 33.0% 19.0% 33.4% 56.6% 36.9% 33.9% 26.3% 37.1% 57.3% 8,413 19,592 220 1,754 1,200 8,435 20,036 278 2,596 1,275 CAPITAL EXPENDITURE IN PROPERTY, PLANTS AND EQUIPMENT AND INTANGIBLE ASSETS TOTAL RCI BANQUE 33.6% 35.0% 22,767 24,185 Nissan AB Volvo AvtoVAz TOTAL (net of disposals) 2011 2012 Automobile Sales Financing TOTAL 2,212 4 2,216 2,674 11 2,685
18. THE RENAULT GROUP RENAULT ATLAS MARCH 2013 CORPORATE SOCIAL RESPONSIBILITY WORFORCE Renault's approach to corporate social, societal and environmental responsibility is founded on the reduction of our “lifecycle” environmental impact, the conservative use of natural resources, the health and safety of road users, communities and staff, future capacity building and merit-based equal opportunities. They are proof of the Group's broad perspective and our commitment to take Society's expectations into account. 32 / 33 RENAULT GROUP Payroll at December 31, 2012 Renault s.a.s. (1) 2011 2012 Building upon our priority areas and values, we have fixed seven goals, in line with the most demanding international CSR standards: I enture rigorous ethical behavior in all business areas; guarantee our suppliers' commitment to CSR I provide working conditions which respect human rights and wellbeing, attract new talents and allow staff worldwide to develop, promote diversity and equal opportunities I foster employability by developing the skills of the future I build the principles of the circular economy (resource management, recycling…) into our processes; commit to reduce our environmental impact throughout the full life cycle of the vehicle I contribute to the WHO public health objective of halving road traffic fatalities by 2020, especially in the developing world; safeguard the health of staff, road users and society at large I offer innovative and safe mobility solutions for all I support economically and socially responsible development in the regions where we work through actions that target education and mobility in the local communities. 4 KEY AREAS FOR RENAULT GROUP SOCIAL ISSUES SURROUNDING THE MOTOR VEHICLE HUMAN ISSUES FOR AN INTERNATIONAL COMPANY Sustainable mobility Diversity Road safety Education Dacia Samsung Autres filiales (1) Groupe Renault (1) 36,795 35,619 14,516 14,598 5,677 4,579 71,334 72,290 128,322 127,086 (1) Excluding staff benefiting from the CASA early retirement plan. RENAULT GROUP Regional breakdown - 2012 Payroll at December 31, 2012 Europe 56.2% o/w France 41.9% Euromed-Africa 24.2% Americas 9.6% Asia-Pacific 5.8% Eurasia 4.2%
19. RENAULT ATLAS MARCH 2013 34 / 35 DESIGN, PRODUCTION AND SALES Since it was founded in 1898, Renault has always been a pioneering, innovative and people-centered company, designing and producing vehicles that are ahead of their time. Renault continues to respect its founding principles today by proposing ingenious vehicles that are easy to use and limit CO2 emissions, while accessible to everyone.
20. DESIGN, PRODUCTION AND SALES RENAULT ATLAS MARCH 2013 RESEARCH AND DEVELOPMENT Renault Research and Development is a source of innovation which encourages competitivity within the company. With an investment of more than 1,570 billions euros Renault shows its commitment both to meeting the challenges of the automotive industry and moving closer to key technological and societal tendencies. NET R&D costs ** (in millions of euros) Renault group R&D workforce Renault group patents 2009 1,531 2010 1,567 17,775 793 17,881 362 17,854 304 Example: the VELROUE project (Dual mode vehicle with in-wheel motor). Depending on the choice of the customer, the vehicle is either electric-powered (with two electric motors near the rear wheels) or a all-wheel drive hybrid powered (internal combustion engine for the front wheels, plus electric rear wheel drive). This cooperative project, developed with Michelin who is pilote and the Institut français du pétrole, concerns the concept of a dual mode utility van. ELECTRIC-POWERED VEHICLES AND ECOSYSTEM RESEARCH AND DEVELOPMENT FIGURES 2008 2,085 36 / 37 2011 1,637 2012 1,570 With the mass manufacture of the electric-powered vehicle, Renault chose to develop a mobility solution for which CO2 emission levels are a real breakthrough. While the first four vehicles of the new Z.E range are coming into the market, R&D for projects to find their replacements is already underway. Special efforts are being made to increase driving range and limit costs. 17,278 17,037 499 607 * The R&D costs incurred are for automotive purposes only ** = R&D costs - R&D costs reinvoiced to third parties and others. INTERNATIONAL EXPERTISE Renault engineering owns several decentralised units, located as close as possible to the company's target markets. Their task is to adapt products on a local level to suit the needs and expectations of new clients, and to respect the regulatory and economic requirements of different countries. Engineering Staff 2012 Corporate engineering Renault Technology Romania/RTR (Romania, Turkey, Russia, Slovenia, Iran) Renault Technology Korea/RTK (Korea) Renault Technology Spain/RTS (Spain, Morocco, Portugal) Renault Technology Americas/RTA (Argentina, Brazil, Chile, Colombia, Mexico) 10,009 3,000 1,087 886 844 6 PRIORITY THEMES FOR RENAULT Renault R&D projects are grouped together around six priority themes, illustrated below with several examples: innovative architecture, electric-powered vehicles and ecosystem, combustion-powered vehicles/eco2, on-board comfort and reassurance, new services and affordable costs. INNOVATIVE ARCHITECTURE Renault has left its mark in automotive history in terms of innovative architecture: R16, Espace, Scénic, Twizy. As a continuation of this history, projects which will not necessarily be as visible, are nonetheless just as important. Example: the Cineli project (Inductive load for electric-powered vehicles) to recharge these cars using electrical induction. The aim of the project is to develop a method for recharging cars without using a cable link, while ensuring compatibility between the different manufacturers. This project, coordinated by Renault, is being developed along with French partners, thus ensuring the operability of the solution chosen. Partners and financing of the Cineli project: Schneider Electric, Newtech Concept, LGEP, Renault, Oséo, the Ile-de-France region and the Ile-de-France Regional Counsel. COMBUSTION-POWERED VEHICLES Developments in the car industry are guided by the accompanying problems of sustainable mobility, in particular global warming and local pollution. The majority of countries have adopted regulations, with the aim of controlling CO2 levels, and set maximum thresholds for authorised pollutants. Given that the Group's growth depends on the conquest of market shares on an international level, another major issue is that of adapting powertrains (P/T) to the different constraints of fuel composition, climate and road conditions on these markets. This context guides technological developments for all of the components and the architecture of powertrains, for example: optimisation of downsizing, supercharging and combustion settings; reduction of weight and friction or the deployment of the dual-clutch transmission offer. As well as these optimisation means, R&D explores the adaptation of motors and transmissions to electrification and also works on developing affordable hybridisation solutions.
21. DESIGN, PRODUCTION AND SALES RENAULT ATLAS MARCH 2013 Illustration: the new 3-cylinder turbo petrol Energy TCe 90 motor. With a maximum torque of 135 Nm and 90 ch, it offers the best driving pleasure/practicality ratio on the market thanks to a package of efficient technologies (downsizing, supercharging, reduction of friction, optimal inner architecture, oil pump with a variable cubic capacity, stop & start etc.). This series of technology has led to a breakthrough in fuel consumption, with a reduction of more than 20% on an NEDC cycle compared to the Clio 3 TCe 100 and CO2 emissions of less than 100g/km. Services are being developing to provide drivers and passengers with real-time information, and to ensure continuity in use between the different worlds they are evolving in, while at the same time respecting safety conditions. Example: the SAMI project (System for the development of mobility infrastructure and transportation intermodality) is developed around three themes: I the modelling of urban and peri-urban mobility; I the simulation of the introduction of new forms of transport and their impact; I the integration of recharging zones for electric vehicles and their stations in suitable locations (including simulation of use rates depending on time periods). Renault assistance ON-BOARD COMFORT AND REASSURANCE Renault projects in this area are focussed on several types of breakthroughs: technological, usage and economic models to make new comfort and well-being services available to all. Example: the IHM Vision project is an example which illustrates these 3 dimensions. The aim is to significantly reduce the cognitive load linked to the numerous sources of on-board information (live services, Advanced Driver Assistance systems, communication, Infotainment, etc.) by introducing new, simpler and more intuitive methods for human-machine interactions, and by associating wireless connectivity and new mobility services. 38 / 39 Misc. apps (weather, Coyote, R-Link Tweet, etc.) Battery charge management Cockpit preheating TomTom Live (HD traffic, Google local search, etc.) Embedded R-Link apps (navigation, eco-coaching, etc.) R-Link connectivity NEW SERVICES The implementation of new services is a response both to: the social evolution which favours or develops new lifestyles: increased collaboration and interaction, networks and communities, need for continuity of connections etc.; I the technological evolution, in particular regarding electronics and its scope. The world is becoming digital, connected and interconnected, and cars will not be able to escape this evolution. I By integrating and processing data from numerous sources (statistics for urban areas, mobile phone positions, localisation and train and bus timetables etc.), we aim in particular to be able to offer users optimal multi-mode journeys. AT AFFORDABLE COST Mobility for all is achieved by the deployment of a range of modules, components or systems, while also relying on simplification and standardisation. Example: the project of individual seating at affordable cost concerns an innovative technology for manufacturing seat covers (in foam); this allows for the shape of the seat to be changed by modifying only the cover, not the structure or the main foam component. This technology, which is much less costly than current technology, allows for greater diversity in interior design, even creating the possibility for a client to personalise their seat. This innovation is currently being developed for the Brazilian market.
22. DESIGN, PRODUCTION AND SALES RENAULT ATLAS MARCH 2013 PRODUCTION SITES AND SALES IN 2012 SITES IN FRANCE BATILLY (SOVAB) CHOISY-LE-ROI CLÉON United Kingdom DIEPPE (Renault Alpine) DOUAI DOUVRIN (FM - Pôle Renault) 40 / 41 Renault Group’s main ten markets (excl. AVTOVAZ) Luton Douvrin FLINS Sales at december 31, 2012 Belgium CAUDAN (Fonderie de Bretagne) Dieppe Ruitz Douai Maubeuge Sandouville Grand-Couronne Le Mans Cléon ChoisySt-André Caudan de-l’Eure Flins le-Roi Batilly GRAND-COURONNE LE MANS MAUBEUGE (MCA) RUITZ (STA) France SANDOUVILLE 551,314 sales Villeurbanne Russia ST-ANDRÉ-DE-L’EURE (SFKI) Palencia VILLEURBANNE SITES IN EUROPE BARCELONA (Nissan) CACIA Valladolid Cacia Belgium / Luxembourg Netherlands Barcelone Spain Portugal sales Moscou Togliatti Germany 83,366 sales LUTON (GM) 189,852 170,303 Seville sales NOVO MESTO Novo Mesto PALENCIA Slovenia SEVILLE Italy VALLADOLID 96,144 Tanger Casablanca Morocco Mexico Algeria Pitesti Roumania Bursa Turkey 118,169 sales sales Busan Téhéran 100,783 sales 113,664 sales Aguascalientes South Korea Iran India Pune Chennai Envigado Colombia Brazil Vehicle plants EUROMED - AFRICA SITES 241,594 Areas from 1 April 2012 BURSA (Oyak-Renault) sales CASABLANCA (Somaca) Passenger cars Light commercial vehicles EUROPE AMERICAS Powertrain plants Chassis, engines, gearboxes Foundry Partner plants EUROMED-AFRICA ASIA-PACIFIC CHINA EURASIA Passengers cars Logistics sites Chile Cordoba Los Andes Argentina 118 727 sales Rosslyn South Africa TANGIER (Renault-Nissan) ROSSLYN (Nissan) ASIA - PACIFIC SITES BUSAN (RSM) CHENNAI (Renault-Nissan) PUNE Light commercial vehicles Chassis PITESTI (Dacia) Curitiba SITES IN THE AMERICAS AGUASCALIENTES (Nissan) TEH RAN (Pars Khodro / Iran Khodro) ACI-PARS (Téhéran) Alliance sites Renault-Nissan Alliance plant CORDOBA EURASIA SITES CURITIBA Logistics platform MOSCOW (Avtoframos) ENVIGADO (Sofasa) TOGLIATTI (Avtovaz) LOS ANDES (Cormecanica)
23. DESIGN, PRODUCTION AND SALES RENAULT ATLAS MARCH 2013 PRODUCTION Model and launch date TOTAL PRODUCTION BY BRAND AND BY MODEL Model and launch date CARS RENAULT Twingo - 1993 Kangoo - 1997 Clio II - 1998 Trafic II - 2001 Mégane II - 2002 Espace IV - 2002 Modus - 2004 Clio III - 2005 Logan - 2005 Laguna III - 2007 Sandero - 2007 Twingo II - 2007 Kangoo II - 2007 Mégane III - 2008 o/w Scénic III - 2009 Koleos - 2008 Symbol - 2008 Mégane Génération - 2009 Fluence - 2009 Master III - 2010 Duster - 2010 Wind - 2010 Latitude - 2010 Twizy - 2011 Fluence ZE - 2011 Pulse - 2011 Scala - 2012 Clio IV - 2012 ZOE - 2012 TOTAL CARS RENAULT DACIA Logan - 2004 Sandero - 2007 Duster - 2010 Lodgy - 2012 Dokker - 2012 Logan II - 2012 Sandero II - 2012 TOTAL CARS DACIA RENAULT SAMSUNG MOTORS SM3 - 2002 QM5 (Koleos) - 2007 Fluence - 2009 Latitude - 2010 New SM7 - 2011 TOTAL CARS RSM LADA Largus - 2012 TOTAL LADA TOTAL CARS RENAULT GROUP In volumes From date of launch 2011(1) 2012 6,083 19,495 70,425 18,372 19,674 14,674 48,590 306,006 255,452 50,232 207,724 136,568 64,391 410,409 166,292 53,746 97,794 28,971 107,500 2,027 26,708 5,615 17,163 230 2,359 495 1,970,703 2,751 16,631 76,076 15,787 21,711 12,930 31,193 196,137 207,926 27,702 203,266 93,702 49,813 336,665 132,760 51,131 51,779 28,927 103,727 2,308 189,930 921 6,493 11,325 1,823 5,910 3,586 95,725 443 1,846,318 2,489,928 1,300,195 5,631,968 114,008 3,822,298 364,810 665,339 2 251,965 1,263,813 312,935 690,985 765,622 299,984 1,604,614 613,492 213,592 347,992 81,703 294,038 4,381 218,967 12,924 29,666 11,555 4,182 6,023 3,586 95,725 443 80,902 85,152 163,845 329,899 92,596 74,486 123,544 41,442 6,227 1,657 20,007 359,959 1,202,993 513,580 371,238 41,442 6,227 1,657 20,007 52,092 7,510 32,706 46,869 10,630 149,807 28,806 4,747 17,754 34,032 3,816 89,155 515,792 41,186 150,230 148,272 13,456 - 16,292 16,292 16,292 2,450,409 2,311,724 LIGHT COMMERCIAL VEHICLES RENAULT Kangoo Express - 1997 Master II - 1997 Clio II & III - 2005 Trafic II - 2001 Mégane III - 2008 Kangoo II Express - 2007 Twingo II Van - 2007 Logan Van - 2006 Logan Pick-Up - 2008 Master III - 2010 Kangoo II Express ZE - 2011 Clio iV Société - 2012 TOTAL LCVs RENAULT DACIA Logan Van - 2006 Logan Pick-Up - 2008 Dokker Van - 2012 TOTAL LCVs DACIA LADA Largus Van - 2012 TOTAL LADA 42 / 43 From date of launch (1) 2012 22,158 12,878 31,553 58,240 6,324 80,062 5,164 1,484 137 104,465 2,468 1,318,000 1,108,209 585,408 503,370 77,302 334,693 21,423 4,043 426 223,207 8,568 2,545 324,933 26,570 15,398 22,489 51,662 4,347 77,698 4,113 1,594 43 99,514 6,100 2,545 312,073 9,682 6,106 15,788 5,951 3,599 2,666 12,216 49,314 30,867 2,666 - 1,515 1,515 1,515 2011 TOTAL LCVs GROUPE RENAULT 340,721 325,804 TOTAL CARS + LCVs RENAULT GROUP 2,799,590 2,637,528 (1) The total data of 2011 is different to the one by region or by category because it excluded the vehicle not renewed in 2012 PRODUCTION BY REGION AND BY CATEGORY Already present in 118 countries, the Renault Group is organized into four main regions: Europe, Euromed-Africa, Eurasia, Asia-Pacific & China and Americas. Following production and sales figures are organized according to this division. The following figures include: I Vehicles badged by a brand belonging to the Group, at any production site (Group and partners). I Vehicles developed by Renault and produced at a Group site but badged by a brand not belonging to the Group. Production by region Europe Eurasia Américas Euromed-Africa Asia-Pacifica and China TOTAL Production by category Cars Light commercial vehicles TOTAL 2011 1,234,410 140,884 377,152 705,279 341,865 2,799,590 2012 1,017,020 183,177 434,590 711,601 291,140 2,637,528 2011 2,458,869 340,721 2,799,590 2012 2,311,724 325,804 2,637,528
24. DESIGN, PRODUCTION AND SALES RENAULT ATLAS MARCH 2013 44 / 45 PRODUCTION BY PLANT AND BY REGION AUTOMOTIVE PLANTS IN EUROPE - 2012 - FRANCE AUTOMOTIVE PLANTS IN EUROPE - 2012 - FRANCE (CONT’D) Activities, production and workforce at december 31, 2012 Activities, production and workforce at december 31, 2012 Plants Activities Batilly (Sovab) Master III Choisy European center for reconditioned powertrain sub-systems SR Gear boxes(2)) SR kits(2) SR cylinder heads(2) SR engines(2) SR injection pumps(2) Rear axles Cléon Production Workforce(1) 2,440 25,400 15,075,000 4,225 29,983 172,683 47,918 642,001 548,396 10,652 Aluminium Casting (in tonnes) 25,046 Clio III Renault Sport 1,970 317 Douai Mégane III coupé-cabriolet Scénic III 5,853 132,760 4,446 Douvrin (FM – Renault division) Engines 296,704 398 Flins Clio III Clio IV ZOE Le Mans (ACI) Subframes Bottom arms Rear axles(3 Front axles(3) Casting (in tonnes) Espace IV Laguna III Hatchback Laguna III Estate Laguna III Coupé Bottom arms Rear axles (2) Front axles (2) Workforce(1) 12,930 13,730 10,731 3,241 2,230 482,173 14,424 249,480 309 461 Dieppe Production 3,484 Fonderie de Bretagne Sandouville 318 Gearboxes Engines Aluminium Casting (in tonnes) Activities Villeurbanne (ACI) 101,822 Plants AUTOMOTIVE PLANTS IN EUROPE - 2012 - OUTSIDE FRANCE Activities, production and workforce at december 31, 2012 Maubeuge (MCA) Ruitz (STA) Plants Activities Espagne Barcelone (Nissan) Production Trafic II Renault Workforce(1) 51,805 nc Palencia Mégane III 202,399 2,030 Séville Gearboxes 1,011,308 1,029 Clio III Modus Twizy Engines 41,226 31,193 11,325 1,092,082 1,970 Portugal Cacia Gearboxes Gearboxes components Engines components 532,289 3,815,401 392,927 951 Royaume-Uni Luton (Général Motors) Trafic II Renault 15,644 nc Slovénie Novo mesto Clio II Twingo II Wind 32,213 97,815 921 1,981 92,371 23,017 443 2,604 Valladolid 746,866 2,742,331 891,424 629,908 6,937,783 1,871 Valladolid Kangoo II Kangoo II Express Kangoo II Express électric Citan Citan Express 44,819 68,381 6,100 4,994 9,317 2,117 Renault automatic gearboxes 97,138 636 (1) Workforce excluding the CASA early retirement plan. (2) SR: standard replacement (powertrain component reconditioned according to an industrial process based on the manufacturer's strict standards). (3) As a number of vehicles equipped. (1) Workforce excluding the CASA early retirement plan. (2) As a number of vehicles equipped. Body assembly Powertrain Casting 1,630
25. DESIGN, PRODUCTION AND SALES RENAULT ATLAS MARCH 2013 46 / 47 PRODUCTION BY PLANT AND BY REGION (CONT’D) AUTOMOTIVE PLANTS IN EUROMED-AFRICA - 2012 AUTOMOTIVE PLANTS IN ASIA-PACIFIC - 2012 Activities, production and workforce at december 31, 2012 Activities, production and workforce at december 31, 2012 Plants Activities Morocco Casablanca (Somaca) Kangoo Kangoo Express Sandero Logan Lodgy Dokker Dokker Van 9,235 2,713 28,072 18,373 41,442 6,227 2,666 1,427 Logan Logan II Logan MCV Logan Van Logan Pick-Up Sandero Sandero II Duster Gearboxes Engines Casting (in tonnes) Specific parts Subframes Rear axles1) Front axles(1) Axles 56,264 1,657 34,947 7,545 3,642 50,771 20,007 132,999 542,376 253,620 13,786 98,260 775,075 255,841 507,654 943,422 11,278 Clio III Clio III Estate Clio IV Symbol Fluence Fluence ZE Mégane Génération Gearboxes Engines Rear axles1) Front axles1) Subframes 49,321 33,738 75,253 42,053 60,678 1,823 28,738 243,281 260,601 330,956 297,291 333,527 5,628 3,437 nc Tanger Romania Pitesti (Dacia) Turquie Bursa (Oyak-Renault) South Africa Rosslyn (Nissan) Sandero Production Workforce Activities Logan Sandero Fluence Mégane Génération Duster Largus Largus Van Togliatti (AVTOVAZ) Production Workforce SM3 Fluence New SM7 Koleos Latitude Engines 28,806 27,267 3,816 55,458 40,525 86,259 2,261 India Chennai Pulse Koleos Fluence Duster Scala 5,910 420 1,668 25,574 3,586 nc 36,945 47,211 13,954 85,363 167,370 83,831 83,849 nc nc Iran Iran Khodro Pars Khodro Logan Logan Mégane II Subframes Bottom arms Rear axles1) Front axles1) ACI Pars nc AUTOMOTIVE PLANTS IN AMERICAS - 2012 Activities, production and workforce at december 31, 2012 Plants Activities Argentina Cordoba Planta Fundición Aluminio Production Clio II Kangoo Kangoo Express Symbol Fluence Aluminium casting (in tonnes) Workforce 42,606 7,396 23,857 9,726 26,082 4,113 2,181 184 Brazil Curitiba 56,515 49,566 5,786 189 53,314 16,292 1,515 15,398 38,822 7,757 126,275 65,985 357,260 4,446 Gearboxes 332,446 560 Colombia Envigado (Sofasa) Production Master II Logan Mégane II Sandero Duster Engines Chile Los Andes (Cormecanica) Activities, production and workforce at december 31, 2012 Russia Moscou (Avtoframos) Activities South Korea Busan (Renault Samsung Motors) 3,786 AUTOMOTIVE PLANTS IN EURASIA - 2012 Plants Plants Logan Twingo I Sandero Duster Clio II 11,445 2,751 19,631 35,602 1,257 1,609 Workforce 3,973 (1) As a number of vehicles equipped. Body assembly Powertrain Casting 437
26. DESIGN, PRODUCTION AND SALES RENAULT ATLAS MARCH 2013 48 / 49 PURCHASING SUPPLY CHAIN RENAULT PURCHASES Renault's Global Supply Chain manages and coordinates all strategic and operational issues relating to the chain that runs from the gate of supplier plants through to final delivery of the vehicle to the customer. Scope: world - € billion 2011 2012 Automobile components Industrial equipment, facilities and services, logistics Aftersales 19,2 18,1 4,5 1,0 4,6 0.9 TOTAL 24,7 23,6 NUMBER OF RENAULT SUPPLIERS suppliers who realised at least 6,000 euros of revenues during the year 2012 Automobile components Industrial equipment, facilities and services, logistics Aftersales 1,350 (1) 6,125 100 1) (1) Not including local suppliers in India and Russia. RENAULT-NISSAN PURCHASING ORGANIZATION Renault-Nissan Purchasing Organization (RNPO) is responsible for purchasing strategy and for the selection of suppliers. As of April 1, 2009, RNPO's scope of operation covers 100% of Alliance purchases. In 2012, the estimated purchasing value was more than €85,8 billion. A full 76% of suppliers are shared by Renault and Nissan (percentage based on the main 100 suppliers of both brands). 6,600 people. 7 Operational Logistics Departments (DLOs) manage logistics performance in one or more countries. I 8 ILN logistics platforms (Bursa, Cordoba, Curitiba, Grand Couronne, Pitesti, Poona, Valladolid, Busan) collect, store and ship parts to production sites. I 4 SFKI International sites (SOFRASTOCK International - Saint-André-de-l'Eure, Valladolid, Cordoba, Curitiba) manage and distribute small automotive components, and maintenance and tooling parts to production sites. I I ACTIVITIES OF ILN PLATFORMS At December 31, 2012 ILN Platforms 2012 Volumes (m3) Export activity IPO Export activity KD Local activity Import activity Bursa (Turkey) Cordoba (Argentina) Curitiba (Brazil) Grand-Couronne (France) Pitesti (Romania) Pune (India) Valladolid (Spain) Busan (korea) 777,083 62,013 240,751 613,783 1,602,272 60,049 338,991 154,232 321,421 62,013 240,751 536,147 1,560,196 60,049 316,632 67,102 306,048 115,935 33,679 TOTAL 3,849,174 3,164,311 439,029 45,851 31,785 42,076 22,359 87,130 115,935 129,899
27. DESIGN, PRODUCTION AND SALES RENAULT ATLAS MARCH 2013 DISTRIBUTION NETWORK WORLDWIDE SALES Renault distributes vehicles worldwide through a of strong capillary sales network of more than 13,000 sites. This commercial network consists in wholly-owned Renault outlets (Renault Retail Group), and outlets of Renault dealers and agents. 50 / 51 INTERNATIONALIZATION OF THE GROUP 50 % 50% of sales outside Europe in 2012 Group sales outside Europe (in %) 43 % 37% 37% 35% 34% 30% 27% STRUCTURE 23% Number of Renault sites on December 31, 2012 Region Primary Network Secondary Network Total France Europe (inc. France) Euromed-Africa Eurasia Americas Asia-Pacific 745 2,826 533 203 779 816 4,146 7,427 189 12 112 14 4,891 10,253 722 215 891 830 TOTAL 5,157 7,754 12,911 2004 RENAULT RETAIL GROUP (RRG) RRG, the second biggest automotive retail group in Europe, is a 100%-owned Renault group subsidiary, selling new vehicles under the Renault, Nissan and Dacia brands. RRG's business covers all sectors of vehicle sales and after-sales. I 3 brands: Renault, Nissan and Dacia I 220 sites: I 11,224 employees I 13 countries: Germany, Austria, Belgium, Spain, France, Ireland, Italy, Luxembourg, Poland, Portugal, Czech Republic, United Kingdom and Switzerland I Nearly 1 vehicle in 4 is sold within this scope by the Renault group. At December 31, 2012 2012 Revenue (€ billions) Vehicles new Vehicles used France Europe 4.3 2.6 144,663 100,112 112,234 48,941 TOTAL 6.9 244,775 161,175 2005 2006 2007 2008 2009 2010 2011 WORLDWIDE AUTOMOTIVE MARKET BY REGION - First-half 2012 Sales volume and as a % of TIV (cars + LCVs) Volume As a % of total car + LCV volume TOTAL EUROPE France G4 G10 Europe (excl. France) TOTAL EXCL. EUROPE Euromed Africa Eurasia Asia-Pacifica and China Americas North America 13,971,701 2,282,811 7,893,689 3,795,201 11,688,890 49,198,743 2,438,976 3,341,122 36,586,853 6,831,792 16,167,318 17.6% 2.9% 9.9% 4.8% 14.7% 62.0% 3.1% 4.2% 46.1% 8.6% 20.4% TOTAL WORLD 79,337,762 100.0% RENAULT GROUP WORLDWIDE SALES BY REGION Cars + LCVs, including Dacia and Renault Samsung Motors 2011 2012 TOTAL EUROPE France G4 G10 Europe (excl. France) TOTAL EXCL. EUROPE Euromed Africa Eurasia Asia-Pacifica and China Americas 1,550,202 689,023 491,894 369,285 861,179 1,172,681 345,865 170,831 259,058 396,927 1,270,688 551,314 405,982 313,392 719,374 1,279,598 360,918 207,751 260,013 450,916 TOTAL GROUP 2,722,883 2,550,286 2012
28. DESIGN, PRODUCTION AND SALES RENAULT ATLAS MARCH 2013 52 / 53 WORLDWIDE SALES RENAULT GROUP’S MAIN TEN MARKETS - First-half 2012 Cars + LCVs, including Dacia and Renault Samsung Motors, by volume and as a % of TIV France Brazil Russia Germany Argentina Turkey Algeria Iran Italia Spain Sales volume 551,314 241,594 189,852 170,303 118,727 118,169 113,664 100,783 96,144 83,366 Market share 24,15% 6,65% 6,47% 5,15% 14,78% 15,19% 26,04% 9,78% 6,34% 10,73% RENAULT GROUP WORLDWIDE SALES BY BRAND AND MODEL Cars + LCVs volumes CARS RENAULT Twizy Zoe Pulse Twingo Wind Clio (II + III) Clio IV Talisman Thalia Modus Logan Sandero Mégane (incl. Scénic) Fluence Fluence ZE Kangoo Kangoo ZE Scala Duster Koleos Latitude Espace Trafic Laguna Safrane II Vel Satis Master Other TOTAL RENAULT DACIA Logan Sandero Duster Lodgy Dokker Other TOTAL DACIA First-half 2011 First-half 2012 11 141,970 6,872 375,877 97,798 48,256 253,718 196,434 461,502 101,500 762 61,932 7,069 18,945 49,272 14,152 15,315 13,730 50,575 1,884 2 949 348 1,918,873 9,020 59 6,217 98,641 1,663 299,104 38,820 283 61,747 30,289 220,056 205,668 395,969 104,443 2086 54,811 14 8,103 158,055 49,316 9,219 12,536 12,882 29,827 833 1,962 462 1,812,085 78,326 85,658 159,020 141 323,145 89,972 94,003 129,229 29,126 2,395 187 344,912 RENAULT SAMSUNG MOTORS SM3 SM5 SM7 QM5 TOTAL RSM TOTAL GROUP, CARS LCVs RENAULT Twingo Clio Van (II + III) Clio IV Modus Mégane Duster Laguna Koleos Espace Kangoo Kangoo ZE Logan Trafic Master Master Renault Trucks Other TOTAL RENAULT DACIA Logan (Berline + Break) Logan Van Logan Pick-up Lodgy Sandero Duster Dokker Other TOTAL DACIA TOTAL GROUP, LCVs TOTAL GROUP, CARS + LCVs 42,910 50,408 17,199 7,618 118,135 2,360,153 22 32 5 4 65 2 222 793 699 263 936 691 688 2011 2012 5,123 33,898 185 21 10,760 244 2,572 147 123,986 991 1,607 63,467 85,256 13,983 169 342,409 4,827 27,724 538 102 8,209 8,464 111 2,595 91 108,167 5,674 1,696 54,223 87,759 11,333 195 321,708 2,467 10,357 5,355 117 2,033 3 20,332 362,741 141 8,677 3,403 3 177 1,976 529 4 14,910 336,618 2,722,894 2 559,306 RENAULT GROUP WORLDWIDE SALES BY BRAND Cars + LCVs volumes 2011 RENAULT Cars Light commercial vehicles TOTAL RENAULT DACIA Cars Light commercial vehicles TOTAL DACIA RENAULT SAMSUNG MOTORS Cars TOTAL GROUP 2012 1,918,862 342,409 2,261,271 1 803,065 321,708 2 124,773 323,145 20,332 343,477 344,912 14,910 359,822 118,135 65,691 2,722,883 2 550,286
29. DESIGN, PRODUCTION AND SALES RENAULT ATLAS MARCH 2013 54 / 55 RENAULT GROUP SALES BY BRAND AND MODEL REGIONAL SALES, EUROPE TOTAL INDUSTRY VOLUMES, EUROPEAN COUNTRIES By number of registrations (1), cars + LCVs Main markets Germany Austria Other Balkans countries Belgium + Luxembourg Greek Cyprus Croatia Denmark Spain + Canaries Finland France Greece Hungary Ireland Iceland Italia Malta Norway Baltic countries Netherlands Poland Portugal Czech Republic UK Slovakia Slovenia Sweden Switzerland TIV EUROPE 2011 2012 3,412,932 388,822 57,989 690,785 16,981 45,187 194,608 912,745 136,336 2,633,486 104,139 56,658 101,289 5,413 1,918,112 6,665 175,375 47,627 614,813 345,143 188,451 186,744 2 208,176 73,971 64,978 351,852 347,916 15,287,193 3,307,471 367,973 42,602 598,434 12,449 34,989 195,123 776,639 119,253 2,282,811 62,212 64,117 90,394 8,212 1,517,036 6,482 169,358 49,062 559,431 311,802 111,355 185,748 2 292,543 74,402 55,174 319,298 357,331 13,971,701 SHARE OF MAIN EUROPEAN COUNTRIES - 2012 As a % of TIV, cars + LCVs France 16.3% Germany 23.7% Italia 10.9% UK 16.4% Spain+Canaries 5.6% Begium+Luxembourg 4.3% Netherlands 4.0% Other 18.9% (1) Excl. Sales to government departments. By number of registrations (1), cars + LCVs CARS RENAULT Twizy Zoe Twingo Wind Clio (II + III) Clio IV Thalia Modus Mégane (incl. Scénic) Fluence Fluence ZE Kangoo Kangoo ZE Koleos Latitude Laguna Espace Trafic II Vel Satis Master Other TOTAL RENAULT DACIA Logan Sandero Duster Lodgy Dokker Other TOTAL DACIA TOTAL GROUP, CARS LCVs RENAULT Twingo Clio (II + III) Clio IV Modus Mégane Duster Laguna III Espace Kangoo Kangoo ZE Trafic Master Master Renault Trucks Koleos Other TOTAL RENAULT DACIA Logan (Berline + Break) Logan Van Logan Pick-up Lodgy Sandero Duster Dokker Other TOTAL DACIA TOTA GROUP, LCVs TOTAL GROUP, CARS + LCVs 2011 2012 11 134,206 6,786 295,549 5,496 48,234 401,683 13,432 536 36,023 16,689 7,110 49,810 15,299 12,842 1 935 198 1,044,840 9,015 59 92,644 1,558 207,393 35,715 4,568 30,284 329,620 9,068 1,407 27,209 14 15,215 2,078 29,369 12,524 12,026 1,467 226 821,459 26,509 69,014 132,131 70 227,724 1,272,564 2011 21,735 72,272 98,487 27,380 906 96 220,876 1,042,335 2012 4,986 33,387 185 19 10,713 243 145 80,179 991 58, 692 58,773 13,733 126 163 262,335 4,577 27,230 538 102 8,155 110 91 65,726 5,667 48,824 54,818 11,136 139 195 227,308 192 6,967 3,571 117 2,030 3 12,880 275,215 1,547,779 141 4,801 2,279 3 174 1,865 232 4 9,499 236,807 1,279,142
30. DESIGN, PRODUCTION AND SALES RENAULT ATLAS MARCH 2013 56 / 57 REGIONAL SALES, EUROPE RENAULT REGISTRATIONS (1) DACIA REGISTRATIONS (1) Cars + LCVs volumes Main Dacia markets Germany Austria Other Balkans countries Belgium + Luxembourg Croatia Spain + Canaries Finland France Greece Hungaria Italia Norway Iceland Baltics countries Netherlands Poland Portugal Czech Republic Slovakia Slovenia Sweden Switzerland TOTAL DACIA 2011 43,483 5,689 4,062 15,220 1,425 15,641 940 94,278 928 1,207 26,873 5 864 4,708 7,382 2,341 4,398 1,773 950 2,264 6,173 240,604 2012 46,590 6,577 2,270 13,536 893 17,847 681 84,522 390 2,259 26,832 5 15 1,071 2,197 10,282 1,140 4,108 1,570 1,014 1,071 5,505 230,375 2011 137,704 21,663 3,844 77,053 410 4,394 10,242 83,469 2,431 593,066 1,576 5,194 10,242 109 96,184 190 1,390 3,083 51,725 23,333 22,608 13,580 88,540 4,944 10,780 17,361 22,049 1,307,164 2012 123,713 20,316 2,835 61,276 352 2,915 10,530 65,519 1,743 466,792 1,100 4,333 6,536 250 69,312 141 1,186 2,811 51,071 18,179 12,967 11,667 56,169 4,638 8,916 13,097 21,388 1,039,752 (1) Excl. sales to government departments. (1) Excl. sales to government departments. RENAULT MARKET SHARE AND RANKING DACIA MARKET SHARE Renault market share and ranking As a % of TIV, cars + LCVs Main Dacia markets Germany Austria Other Balkans countries Belgium + Luxembourg Croatia Spain + Canaries Finland France Greece Hungary Iceland Italia Norway Baltics countries Netherlands Poland Portugal Czech Republic Slovakia Slovenia Sweden Switzerland TOTAL DACIA Cars + LCVs volumes Main Renault markets Germany Austria Other Balkans countries Belgium + Luxembourg Greek Cyprus Croatia Denmark Spain + Canaries Finland France Greece Hungary Ireland Iceland Italia Malta Norway Baltics countries Netherlands Poland Portugal Czech Republic UK Slovakia Slovenia Sweden Switzerland TOTAL RENAULT 2011 1.3% 1.5% 7.0% 2.2% 3.2% 1.7% 0.7% 3.6% 0.9% 2.1% 0.0% 1.4% 0.0% 1.8% 0.8% 2.1% 1.2% 2.4% 2.4% 1.5% 0.6% 1.8% 1.6% 2012 1.4% 1.8% 5.3% 2.3% 2.6% 2.3% 0.6% 3.7% 0.6% 3.5% 0.2% 1.8% 0.0% 2.2% 0.4% 3.3% 1.0% 2.2% 2.1% 1.8% 0.3% 1.5% 1.6% Germany Austria Belgium + Luxembourg Croatia Denmark Spain + Canaries Finland France Greece Hungria Ireland Iceland Italia Noway Baltic countries Netherlands Poland Portugal Czech Republic UK Slovakia Slovenia Sweden Switzerland TOTAL RENAULT 2011 Market share Ranking 4.0% 5.6% 11.2% 9.7% 5.3% 9.1% 1.8% 22.5% 1.5% 9.2% 10.1% 2.0% 5.0% 0.8% 6.5% 8.4% 6.8% 12.0% 7.3% 4.0% 6.7% 16.6% 4.9% 6.3% 8.6% 8 4 1 2 7 1 17 1 20 4 4 12 5 22 6 2 5 1 4 9 4 1 6 2 2 As a % of TIV, cars + LCVs 2012 Market share Ranking 3.7% 5.5% 10.2% 8.3% 5.4% 8.4% 1.5% 20.4% 1.8% 6.8% 7.2% 3.0% 4.6% 0.7% 5.7% 9.1% 5.8% 11.6% 6.3% 2.5% 6.2% 16.2% 4.1% 6.0% 7.4% 8 6 2 5 7 4 17 1 18 5 5 11 8 22 5 2 7 1 5 14 6 1 10 3 3
31. RENAULT ATLAS MARCH 2013 DESIGN, PRODUCTION AND SALES 58 / 59 MARKET SHARE OF RENAULT AND ITS MAIN COMPETITORS CARS AND LIGHT COMMERCIAL VEHICLES Registrations (1), as a % of TIV TIV 2010 I 15,354,067 2011 I 15,287,193 2012 I 13,971,701 2010 Registrations (1), as a % of TIV 12.3% 12% 11% TIV 2010 I 13,789,040 2011 I 13,606,692 2012 I 12,507,010 11.1% 10% 9% 2011 2012 12.8% VOLKSWAGEN 8.1% 8.0% 7.6% FORD 7.3% 7.3% 6.7% OPEL 8.3% 7.7% 6.5% RENAULT 7.3% 6.7% 6.4% PEUGEOT 5.0% 5.6% AUDI 5.7% 5.4% CITROËN 6.0% CARS 12.3% 6.1% VOLKSWAGEN 11.2% 4.5% 12.9% 5.1% 4.7% FIAT LIGHT COMMERCIAL VEHICLES 9.1% Registrations (1), as a % of TIV 8.4% 8.6% 8.3% 8% 7.9% 7% 7.0% 7.1% 6.6% 6.2% 6% 7.4% RENAULT 6.8% 7.6% FORD OPEL 5.9% 5.2% 2010 2012 15.6% 15.5% RENAULT 10.9% FIAT MERCEDES 2011 15.9% CITROËN 12.3% 14.0% VOLKSWAGEN 10.8% 5.7% 5% 1,565,027 1,680,501 1,464,691 PEUGEOT 6.5% TIV 2010 I 2011 I 2012 I 11.1% 11.1% FORD 10.7% 10.4% 10.7% PEUGEOT 11.6% 2010 (1) Excl. sales to government departments. 2011 2012 (1) Excl. sales to government departments. FIAT 10.1% CITROËN 8.5% 9.3% MERCEDES 4.9% 4% 10.2% 10.5% 8.6% 4.8% 11.4% 11.1% 4.7% 5.5% 5.2% OPEL
32. DESIGN, PRODUCTION AND SALES RENAULT ATLAS MARCH 2013 REGIONAL SALES, EUROMED AFRICA REGIONAL SALES EURASIA TOTAL INDUSTRY VOLUMES, EUROMED AFRICA 60 / 61 TOTAL INDUSTRY VOLUMES, EURASIA By number of registrations, cars + LCVsU. Main markets Algeria Morocco Romania Tunisia Turkey TIV EUROMED South Africa & Namibia Egypt DOM TIV AFRICA + DOM TIV EUROMED AFRICA Main markets 2011 296,950 112,093 106,410 45,075 864,439 1,452,435 474,952 165,629 63,718 899,193 2,351,628 2012 436,525 130,335 83,409 48,000 777,761 1,504,154 515,643 184,042 59,374 934,822 2,438,976 RENAULT REGISTRATIONS AND MARKET SHARE By volume and as a % of TIV, cars + LCVs Main Renault markets 2011 Registrations Market share Algeria Morocco Romania Tunisia Turkey TOTAL RENAULT EUROMED(1) South Africa & Namibia Egypt DOM TOTAL RENAULT AF. + DOM TOTAL RENAULT EUR. AF. 55,800 19,145 8,728 6,149 119,488 211,319 10,492 8,999 10,360 33,691 245,010 18.8% 17.1% 8.2% 13.6% 13.8% 14.5% 2.2% 5.4% 16.3% 3.7% 10.4% 2012 Registrations 71,954 20,612 6,077 6,158 89,205 195,690 10,555 11,344 10,032 37,580 233,270 Market share 16.5% 15.8% 7.3% 12.8% 11.5% 13.0% 2.0% 6.2% 16.9% 4.0% 9.6% (1) By number of registrations, including export houses. DACIA REGISTRATION AND MARKET SHARE En volume et en % du M.T.M. V.P. + V.U. Main Dacia markets 2011 Registrations Algeria Morocco Romania Turkey TOTAL DACIA EUROMED DOM TOTAL DACIA AF. + DOM TOTAL DACIA EUR. AF. 19,242 22,356 30,867 21,339 97,310 3,290 3,545 100,855 Market share 6.5% 19.9% 29.0% 2.5% 6.7% 5.2% 0.4% 4.3% 2012 Registrations 41,710 27,097 22,148 28,964 124,155 3,264 3,493 127,648 Market share 9.6% 20.8% 26.6% 3.7% 8.3% 5.5% 0.4% 5.2% Russia Ukraine TIV EURASIE By number of registrations, cars + LCVs. 2011 2,634,875 235,717 3,022,567 2012 2,933,452 234,603 3,341,122 RENAULT REGISTRATIONS AND MARKET SHARE Main Renault markets Russia Ukraine TOTAL RENAULT By volume and as a % of TIV, cars + LCVs 2011 2012 Registrations Market Registrations Market share share 154,734 5.9% 189,852 6.5% 13,918 5.9% 13,947 5.9% 170,831 5.7% 207,751 6.2%
33. DESIGN, PRODUCTION AND SALES RENAULT ATLAS MARCH 2013 REGIONAL SALES ASIA-PACIFIC & CHINA REGIONAL SALES, AMERICAS TOTAL INDUSTRY VOLUMES, ASIA-PACIFICA AND CHINA TOTAL INDUSTRY VOLUMES, AMERICAS Main markets Main markets 62 / 63 Australia China South Korea India Iran Israel Japan TIV ASIA-PACIFICA AND CHINA By number of registrations, cars + LCVs 2011 2012 991,797 1,088,952 17,265,841 18,451,833 1,553,062 1,501,682 2,891,997 3,149,814 1,590,000 1,030,995 225,650 205,526 4,148,574 5,289,273 33,369,052 36,586,853 RENAULT REGISTRATIONS AND MARKET SHARE Main Renault markets Australia China India Iran Israel Japan TOTAL RENAULT By volume and as a % of TIV, cars + LCVs 2011 2012 Registrations Market Registrations Market share share 3,622 0.4% 5,010 0.5% 24,275 0.1% 29,724 0.2% 1,401 0.0% 35,157 1.1% 93,626 5.9% 100,783 9.8% 8,485 3.8% 7,238 3.5% 3,068 0.1% 3,107 0.1% 147,939 0.4% 198,312 0.5% DACIA REGISTRATIONS AND MARKET SHARE Main Dacia markets 2011 Registrations TOM Middle East TOTAL DACIA 1,186 712 1,898 By volume and as a % of TIV, cars + LCVs 2012 Market Registrations Market share share 7.5% 1,064 7.2% 0.8% 711 1.2% 0.01% 1,775 0.00% RENAULT SAMSUNG MOTORS REGISTRATIONS AND MARKET SHARE Main RSM markets 2011 Registrations South Korea TOTAL RSM 109,221 109,221 By volume and as a % of TIV, cars + LCVs 2012 Market Registrations Market share share 8.3% 59,926 4.7% 0.4% 59,926 0.2% By number of registrations, cars + LCVs 2011 818,305 3,425,652 340,801 298,743 904,470 129,887 6,508,565 Argentina Brazil Chile Colombia Mexico Ecuador TIV AMERICAS 2012 803,068 3,634,629 338,000 279,699 984,578 111,450 6,831,792 RENAULT REGISTRATIONS AND MARKET SHARE Main Renault markets Argentina Brazil Chile Colombia Mexico Ecuador TOTAL RENAULT By volume and as a % of TIV, cars + LCVs 2011 2012 Registrations Market Registrations Market share share 106,040 13.0% 118,727 14.8% 194,300 5.7% 241,594 6.6% 4,517 1.3% 3,741 1.1% 46,820 15.7% 43,390 15.5% 23,132 2.6% 25,030 2.5% 5,431 4.2% 2,685 2.4% 388,013 6.0% 445,151 6.5% RENAULT SAMSUNG MOTORS REGISTRATIONS AND MARKET SHARE Main RSM market 2011 Registrations Chile TOTAL RSM 8,914 8,914 By volume and as a % of TIV, cars + LCVs 2012 Market Registrations Market share share 3.5% 5,765 2.3% 0.2% 5,765 0.1%
34. 64 RENAULT ATLAS MARCH 2013 114 YEARS OF HISTORY PAGE 1898 G Louis Renault builds the voiturette, a vehicle equipped with two major innovations: a cardan shaft and a direct drive gearbox. 1899 G Founding of the Renault Frères partnership (société en nom collectif). 1984 G Launch of three models: Renault Supercinq, Renault 25 and Renault Espace, the first MPV in automotive history. Renault vehicles become “les voitures à vivre” (cars for living). 1912 G Invention of the removable wheel. 1992 G Launch of Renault Safrane and presentation of Renault Twingo. The plant on Ile Séguin closes its doors. The Williams-Renault team claims its first F1 championship titles, Drivers' and Constructors' categories. 1914 G One thousand Renault taxis, the “Taxis de la Marne”, are requisitioned to carry soldiers to the front. 1995 G Renault S.A is floated. Reveal of Renault Mégane; Renault Scénic is unveiled one year later. 1902 G Patent for a surpercharged engine. 1904 G Development of the first removable spark plug. 1924 G Renault adopts a diamond-shaped logo. 1929 G A new plant opens its doors on Ile Séguin, in front of the Billancourt workshops. 1945 G Société Anonyme des Usines Renault is nationalized to form the stateowned Régie Nationale des Usines Renault (RNUR). 1946 G Reveal of the 4CV, the first production vehicle to be built in more than one million examples, at the Paris Motor Show. 1956 G Launch of the Dauphine, “a symbol of modern times”; more than 150 patents filed in this year alone. 1959 G Launch of the Estafette, a new light commercial vehicle, and Renault's first front- wheel drive. 1961 G Launch of the Renault 4, an innovative vehicle produced in more than eight million examples. RENAULT CORPORATE COMMUNICATIONS DEPARTMENT 13/15 Quai le Gallo 92109 BOULOGNE-BILLANCOURT Cedex France Phone: 33 (0)1 76 84 04 04 L’Atlas Renault est publié deux fois par an : en mars, à l’occasion du Salon de Genève, en septembre, pour le Mondial de l’Automobile de Paris (années paires) et le Salon de Francfort (années impaires). 1998 G Renault celebrates its centenary. Inauguration of the Ayrton Senna plant in Brazil and the Renault Technocentre in Guyancourt. Prochaine édition septembre 2009. 1999 G The Renault-Nissan Alliance is signed. Renault acquires a majority stakeholding in Dacia. 2000 G Renault acquires a 70.1% stake in Samsung Motors, leading to the founding of Renault Samsung Motors. 2001 G Laguna II becomes the first car in the world to receive five stars in EuroNCAP crash tests. 2004 G Reveal of Logan, a new automotive concept, at the Technocentre. 2006 G Renault F1 Team, the 100% Renault team founded in 2002, claims its second world championship titles, Drivers' and Constructors' categories. Photo credits: Front Cover: Anthony BERNIER I P. 02 et 03: Yannick BROSSARD, Philippe STROPPA, Renault Marketing 3D-Commerce Luc PERENOM, Artificial reality I I 2007 G Creation of the Renault eco2 label. 2008 G Renault acquires a 25% stake in manufacturer AvtoVAZ, No. 1 on the Russian market with the Lada brand. 1965 G Presentation of the Renault 16, the first executive hatchback, at the Geneva Motor Show. 2010 G At the Paris Motor Show, Renault unveils its full range of electric vehicles: Fluence ZE, Kangoo Express ZE, Twizy, and ZOE Preview, as well as the concept car Dezir. 1979 G The turbocharged engine introduced in 1977 becomes a benchmark with Renault's first F1 win. 1980 G Launch of a new range of light commercial vehicles with the firstgeneration Trafic and Master. 2012 G Clio 4, symbol of Renault's new design, goes on show at the Paris Motor Show. G End of 2012, set-up of a joint venture enabling the Alliance to speed up its expansion into Russia. P. 10: Denis MEUNIER / Publicis Events France, RSM Communication Range pages: ARTIFICIAL REALITY, Renault Marketing 3D-Commerce William CROZES, Anthony BERNIER/ Mundocom, Claude CUGNY, Olivier BANET Anthony BERNIER / Mundocom, Paul J.HARVEY, DUMAS, Dominique / Mundocom, Rafaël COSTA I I 2009 G New brand signature: “Drive the Change”. 1972 G Launch of the Renault 5, which went on to be produced in 5,325,000 units. New Renault diamond-shaped logo designed by Vasarely. P. 05: Anthony Bernier, Renault Marketing 3D-Commerce, RSM Communication, RSM Communication I P06 : AVTOVAZ, Pagecran, REA P. 24: Renault Marketing 3D-Commerce, CG Eyedream I P. 25: Frédéric LE FLOC H/ DPPI Media I P. 26: François FLAMAND / DPPI Media I I I P. 27: Bernard ASSET / DPPI Media P. 32: Luc PERENOM, Philippe STROPPA / Studio Pons, CG Eyedream P. 34: Olivier MARTIN-GAMBIER, Antoine La Rocca, Renault Design India I I P. 36: Denis MEUNIER / Publicis Events France I P. 37: Eric MATHERON / Publicis Events France P. 38: Pagecran, Renault Marketing 3D-Commerce I P. 39: Hubert VINCENT I I P. 49: Alain HATAT P. 59: Denis MEUNIER / Publicis Events France
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Renault workforce worldwide 2019
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This graph shows the number of employees of the French group Renault as of December 31, 2019, by geographic area.
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https://www.statista.com/statistics/1171043/number-employees-group-renault-by-zone/
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Workforce of Renault in the world 2019, by geographic region
Published by Statista Research Department,
Number of employees of the French group Renault worldwide as of December 31, 2019, by geographic region
table column chart
CharacteristicNumber of employeesEurasia74,773Europe73,087France47,978Africa Middle East India19,637Americas11,997China71
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Release date
March 2020
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Region
France
Survey time period
December 31, 2019
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http://careers.retailgroup.co.uk/
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Renault Retail
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[] |
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[
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[] | null |
The best Renault offers on all Renault cars can be found only at the UK's number one Renault dealers - the Renault Retail Group.
|
en
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http://careers.retailgroup.co.uk/
|
Testimonials
Al - Parts Manager
I started my career at Renault Retail Group(RRG) in 2001, when I joined as a Parts Advisor, based at our Manchester Dealership.I was successful in gaining a place on the company’s career development scheme and went on to complete a Diploma in Automotive Retail Management at Loughborough University.This led me to be promoted to Parts Supervisor and, soon thereafter, Trade Parts Manager.At RRG, I have always been encouraged to grow, both as a person and as a leader, and have learnt how to tackle challenges.Over the years, it’s been great to gain a wider view of the company and its values through the support of our inspirational management.The best part of my job is being able to work with my colleagues, many of whom have also been on the team for a long time, who are all passionate about our vehicles and totally committed to the future success of our company.
Testimonials
Amandeep – Internal Control & Compliance Manager
I joined Renault Retail Group(RRG) seven years ago and since then I have been able to change roles three times, which has allowed me to continuously learn and stay engaged in my career.I have been lucky enough to work alongside some highly skilled and supportive colleagues, who have encouraged me to take on new and challenging tasks.If you are looking for a company where you want to be challenged, treated with respect and valued, then I strongly recommend that you come and join our team at RRG.
Testimonials
Sarwan – Vehicle Technician
The best part of my job is learning something new every day, while being able to work on lots of different vehicles, such as Nissan GT-Rs, electric cars like the Nissan LEAF, and we also get to work on the Nissan NISMO(motorsports) range of vehicles.We have a friendly environment, and I remember when I first joined, I was introduced to all the key people in the department.For me, that was my apprenticeship mentor, the Workshop Controller, the Service Advisors and the Service Manager.I was also taken around the workshop to meet all the technicians. Eventually, I got to work with all of them! After I finished my apprenticeship, I became a full technician.Next, I would like to get my MOT Licence and from there progress to the Master Technician courses.
Testimonials
Jo – Marketing Manager
In 1997, I joined Autoworld, West Midlands' sales team, kicking off an incredible journey. From sales to Marketing Manager at Head Office, I've experienced all aspects of the business.Each day presents fresh challenges and opportunities, making the job dynamic and engaging.What drives me is the company's dedication to growth and innovation. I've been privileged to witness and contribute to our digital transformation and the move towards sustainable mobility.Renault Retail Group cultivates a supportive environment that encourages learning and pushing boundaries.For those seeking a career brimming with variety and the chance to shape the future of mobility, Renault Retail Group is the place to be.
Testimonials
Cassandra – Group HR Manager
RRG is a very inclusive company, you can bring your whole self to work and be you without fear or detriment.The company is hot on development and so provides ample training. You are rewarded for staying with the company through the long service awards program which even recognises the early mile stones.There are many benefits in addition to the employee assistance program such as the Loan Plan scheme and friends and family discounts on purchases of new and used vehicles, parts, and servicing
Testimonials
Adam – Internal Communications & Marketing Executive
I joined RRG in 2016 as an Administrator, and my journey has been nothing short of transformative.With the unwavering support of management and the entire company, I embarked on the Automotive Management Development Programme with Loughborough University, gaining invaluable insights and knowledge.My role evolved to Internal Communications and Marketing Executive, collaborating with outstanding teams in HR and Marketing.I love the versatility of my role to be creative in communications for employees, but also contribute to an enhanced customer experience. RRG's commitment to development is commendable, offering exciting opportunities for personal and professional growth. I wholeheartedly recommend RRG to anyone seeking a dynamic workplace that values and invests in its team members
Testimonials
David – Head of Business
I embarked on my journey with Renault Liverpool as a New Car Sales Manager, and the decision to join RRG proved to be a pivotal one for my career.While exploring options within the motor trade, RRG stood out due to my Manager’s exemplary leadership and the promising prospects for career advancement. Under my manager's guidance, I recently secured the position of Head of Business in the Merseyside region, and I credit my success to the unwavering support and encouragement received throughout. RRG's commitment to employee engagement, experience, and work-life balance is commendable, making it a fulfilling workplace.The autonomy granted by my manager fosters a culture of trust and empowerment, allowing me to make decisions with confidence.I wholeheartedly recommend seizing any opportunity to join this fantastic group dedicated to individual development, both professionally and personally. It's an exhilarating time to be part of this dynamic organisation and its innovative brands.
|
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https://www.osv.ltd.uk/brief-history-of-renault/
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en
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A Brief History of Renault
|
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[
"Ben Freakley"
] |
2017-12-07T10:00:06+00:00
|
Renault are one of the most well known brands in Europe and they have an interesting history. We look at the history of Renault...
|
en
|
OSV
|
https://www.osv.ltd.uk/brief-history-of-renault/
|
Renault is one of the most well-known brands in Europe, and is also one of the oldest car manufacturers around.
Groupe Renault is a multi-national manufacturer, producing cars, vans and historically, tractors, tanks and autorail vehicles.
In 2016, Renault were the ninth biggest automaker in the world by production volume, and the Renault-Nissan-Mitsubishi-Alliance the fourth-largest automotive group in the world.
But how did Renault become the automotive machine it is today?
We look at a brief history of Renault.
When did Renault start making cars?
Renault was founded in 1899 as Societe Renault Freres by brothers Louis, Marcel and Fernand Renault. Louis had already designed and built many prototypes while his brothers were improving their business skills working for their Father’s textile firm. It worked perfectly, Louis was in charge of the design and production while the other two brothers managed the business.
The first ever Renault car was the Renault Voiturette 1CV. It was sold to a friend of their fathers in 1898.In 1903 Renault started to manufacture its own engines, as before they had purchased them from De Dion-Bouton. Their first volume sale came in 1905 when Societe des Automobiles de Place bought Renault AG1 cars. This was to establish a fleet of taxis and were later used to transport troops during World War One by the French military. By 1907, a percentage of London and Paris taxis had been built by Renault. They were also the best-selling foreign brand in New York during 1907 and 1908. At the time, however, Renault vehicles were known as luxury items. The smallest Renaults were on sale for F3000 francs. This was about ten years pay for the average worker. In 1905, they introduced mass-production techniques. Renault ventured into motor racing around this time, and made itself known through succeeding in the first city-to-city races in Switzerland. Both Louis and Marcel raced, but Marcel was killed in an accident during the 1903 Paris-Madrid race. Louis never raced again, but the company remained involved in racing.
By 1909, Louis was the only remaining brother after Fernand died from ill health. Renault was soon re-named Renault Automobile Company.
What happened to Renault during World War One?
During the First World War, Renault branched out to produce ammunition and military aircraft engines. Interestingly, the first Rolls-Royce aircraft engines were V8 units produced by Renault.
The military designs were so popular that Louis was awarded the Legion of Honour for his contributions.
After the war, Renault expanded and started producing agricultural and industrial machinery. The Type GP, the first Renault tractor, was produced between 1919 and 1930, based on the FT tank.
However, Renault were struggling to compete with the smaller, more affordable vehicles, the stock market was slowing and the workforce was slowing the company growth. So, in 1920, Louis signed one of the first distribution contacts with Gustave Gueudet.
Until 1930, all Renault models had a distinctive front shape. This was caused by positioning the radiator behind the engine to give it a “coalscuttle bonnet”. This changed in 1930 when the models placed the radiator at the front. It was also around this time that Renault changed their badge to the diamond shape we know it as today.
Renault in the late 1920s and 1930s
There were a range of Renault released during the late 1920s and throughout the 1930s. These included the 6cv, the 10cv, the Monasix and the Vivasix. During 1928, Renault produced 45,809 cars. The smaller vehicles were the most popular while the larger, the 18/24cv, was the least produced.
The UK market was important to Renault as it was fairly large. Modified vehicles were dispatched from the UK to North America. However, by 1928, sales to the US were nearly at zero, this was due to the affordability of their competitors such as Cadillac.Renault also continued to produce aircraft engines after the First World War. In the 1930s, the company took over Caudron, the aircraft manufacture. It also acquired a stake in Air France. Renault Cauldron aeroplanes set several speed world records during the 1930s.Around this time, Citroen surpassed Renault as the largest car manufacturer in France. This was down to the fact that Citroen models were more innovative and more popular than Renaults. However, the great depression hit in the mid-1930s. While Renault fell back on their tractor and weaponry production, Citroen had to file for bankruptcy and was later acquired by Michelin. Renault then reclaimed their trophy as the biggest French car manufacturer. They would keep this position until the 1980s. However, Renault were not immune to the economic crisis and in 1936 they sold Coudron. Following this, Renault had a series of labour disputes and strikes, of which spread through the automotive industry. These disputes were ended, resulting in over 2,000 people losing their jobs.
What happened to Renault during World War Two?
After the Nazis took France, Louis Renault refused to produce tanks for Nazi Germany. Instead, he produced trucks.
In March 1932, the RAF launched low-level bombers at the Billancourt plant, the largest number at a single target during the war. This caused extensive damage and heavy civilian casualties. While they tried to rebuild the factory as quickly as possible, it was again bombed several more times by the Americans.
After World War Two, the plant reopened. However, in 1936 the plant was victim to violent political and industrial unrest. This had surfaced as a result of the Popular Front government. The violence and conspiracy that followed French liberation haunted the plant. The Council of Ministers took the plant under the presidency of de Gaulle. He was anti-communist and politically, Billancourt was a communist stronghold.
When did Louis Renault go to prison?
The provisional government accused Louis Renault of collaborating with the Germans. This was in a time of post-liberation, and extreme accusations were common place. He was advised to present himself as a judge, and he appeared before a Judge in September 1944. Along with several other French auto-motive leaders, he was arrested on September 23rd 1944. His handling of the strikes in the previous decade meant he had no political allies and no one came to his aid. He was put in prison and died on October 24th 1944 whilst awaiting trial.
The company became nationalised after his death, the only factories permanently expropriated by the French government. The Renault family tried to have the nationalisation rescinded but they were unsuccessful.
Post-War Renault
During the war, in secret, Louis Renault developed a rear engine 4CV. This was launched under the leadership of Pierre Lefaucheux in 1946. This was a strong rival for the Morris Minor and the Volkswagen Beetle. It sold more than 500,000 and stayed in production until 1961.Renault debuted its flagship model, the 2-litre, 4-cylinder Renault Fregate in 1951. The Dauphine followed, which sold well abroad, including Africa and North America. However, it became outdated quite quickly against the likes of the Chevrolet Corvair.
Other cars launched during this period include the Renault 4, of which competed with the Citroen 2CV, and the Renault 10 and the more upmarket Renault 16. This was a hatchback launched in 1966.
When did Renault partner with American Motors Corporation?
Renault had a collaborative partnership with Nash Motors Rambler and American Motors Corporation. In 1962, Renault assembled knock down kits of the Rambler Classic sedans in its factory in Belgium. The Rambler Renault was an alternative to the Mercedes Fintail cars.
Renault partnered with American Motors, buying a 22.5% stake in the company in 1979. The R5 was the first Renault model sold through AMC dealerships. AMC ran into some trouble and were on the brink of bankruptcy. Renault bailed AMC out with cash and ended up controlling 47.5% of AMC. This partnership resulted in the marketing of Jeep vehicles in Europe. They also used wheels and seats from Renault.
Eventually, Renault sold AMC to Chrysler after the assassination of Renault’s chairman, Georges Besse, in 1987. Renault imports ended after 1989.
Renault also established subsidiaries with many other manufacturers during this period. This included Dacia in both Romania and South America and Volvo and Peugeot. The latter were technological co-operation and resulted in the Renault 30, Peugeot 604 and the Volvo 260.
When Peugeot acquired Citroen the collaboration with Renault was reduced but maintained its joint production.
When was Georges Besse assassinated?
Besse became head of Renault in January 1985. He joined at a time when Renault were failing to make profit.
He wasn’t particularly popular at first, closing plants and laying of over 20,000 workers. Besse championed the AMC partnership, of which not everyone agreed with. He also sold many assets including their stake in Volvo and withdrew Renault from motorsports almost entirely.
However, Georges Besse did turn the company around, and reported profit just a few months before his death.
He was killed by Action Directe, a militant anarchist group, and two women were arrested and charged with his murder. They claimed he was murdered due to his reforms at Renault. The assassination was also linked to negotiations concerning a nuclear company Eurodif.
Raymond Levy replaced Besse, who continued to slim the company down. In 1981, the Renault 9 was launched, and was voted European Car of the Year. It sold well in France, but was overtaken by the Renault 11.
When did Renault launch the Clio?
The Renault Clio was launched in May 1990. It was the first model that replaced numeric identifiers with nameplates. It was voted European Car of the Year and was one of Europe’s best selling cars of the 1990s. It has consistently been a huge seller, and is largely credited with restoring Renault’s reputation.The second generation Clio was launched in March 1998 and was more rounded than its predecessor. A major facelift took place in 2001 and saw the exterior restyled and a 1.5 litre diesel engine added. In 2004, the Clio was in its third phase and its fourth phase came in 2006. It had a restyled rear end and also came with a better specification on all models.The current Clio model is in its fifth phase and was released in April 2009 with a revised front end.
It was voted European Car of the Year again in 2006, making it one of only three cars to do so. The other two were the Volkswagen Golf and the Opel (Vauxhall) Astra. https://www.youtube.com/watch?v=VP7BSVdumVU
When was Renault privatised?
Plans to sell shares to public investors was announced in 1994 and by 1996 Renault was fully privatised. This meant that Renault could venture back into the Eastern European and South American markets.
In December 1996, Renault began to collaborate with General Motors Europe to develop the LCV’s, starting with the second generation Trafic.
However, Renault were still looking for a partner to cope with an industry that was consolidating.
When did Renault enter an alliance with Nissan?
Renault entered talks with BMW, Mitsubishi, and Nissan, with an alliance with Nissan coming to fruition in March 1999.
The Renault-Nissan Alliance was the first of its kind involving a Japanese and a French brand. Renault initially acquired a 36.8% stake in Nissan, while in turn, Nissan took a 15% non-voting stake in Renault. Renault was still a stand-alone company but collaborated with Nissan to reduce costs. They also undertook research together on topics such as zero-emission transportation.
Together, the Renault-Nissan Alliance controls ten brands including Infiniti, Dacia, Alpine, Datsun, Lada and Venucia. Mitsubishi joined the Alliance this year (2017) and together, they are the world’s leading plug-in electric vehicle manufacturer and have nearly 450,000 employees. Together, they sell more than 1 in 10 cars worldwide.
Renault and Electric Vehicles
Renault were the leader of electric vehicle sales in 2013.
In 2008, Renault made agreements for its zero-emission products including in Portugal, Denmark and in US states Tennessee and Oregon.
The Renault Zoe was the best-selling all-electric cars in Europe in 2015 with 18,453 registrations. The Zoe continued to rank as the top-selling plug-in electric car in Europe during the first half of 2016. The Zoe represents 54% of their global electric vehicle sales, with the Kangoo Z.E accounting for 24% and the Twizy with 18% of sales. That really brings us to the present day. Renault are hugely popular across Europe and their electric cars are proving increasingly popular as the technology develops. Renault plan to introduce autonomous vehicle technology by 2020 and the Next Two, based on the Zoe, was unveiled in February 2014.
Renault continue to be a huge presence in the automotive industry, and we think they will be for some time.
|
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https://knowledge.wharton.upenn.edu/article/renault-nissan-ceo-carlos-ghosn-now-is-the-time-for-the-electric-car/
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Renault-Nissan CEO Carlos Ghosn: ‘Now Is the Time for the Electric Car’
|
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[
""
] | null |
[
"Knowledge at Wharton Staff"
] |
2009-10-28T17:19:29+00:00
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The electric car is real. It's here. And before long -- when curbside charging stations become as ubiquitous as parking meters -- it won't seem all that complicated, either. So says a man who has thrown his corporate reputation into the post-gasoline car: Carlos Ghosn, CEO of Renault and Nissan. In a wide-ranging Wharton Leadership Lecture that touched on everything from managing a multicultural conglomerate to pushing for targeted government regulation, Ghosn was at his most optimistic when discussing a future where zero-emissions vehicles are embraced, not out of altruism towards Mother Earth, but because they are good business.…Read More
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https://knowledge.wharton.upenn.edu/wp-content/themes/knowledge-wharton/images/icons/favicon.ico
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Knowledge at Wharton
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https://knowledge.wharton.upenn.edu/article/renault-nissan-ceo-carlos-ghosn-now-is-the-time-for-the-electric-car/
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The electric car is real. It’s here. And before long — when curbside charging stations become as ubiquitous as parking meters — it won’t seem all that complicated, either.
So says a man who has thrown his corporate reputation into the post-gasoline car: Carlos Ghosn, CEO of Renault and Nissan. In a wide-ranging Wharton Leadership Lecture that touched on everything from managing a multicultural conglomerate to pushing for targeted government regulation, Ghosn was at his most optimistic when discussing a future where zero-emissions vehicles are embraced — not out of altruism towards Mother Earth or hostility towards the oil-rich Middle East, but because they are good business.
“The electric car appeared at the beginning of the century, then disappeared, appeared in the 1950s, then disappeared, appeared in the 1970s, then disappeared,” Ghosn said. “But a lot of things have changed…. We are putting our chips and we are putting our investment and we are putting our efforts behind this belief that now is the time.”
Why now? Ghosn says one critical element was technological progress. “The battery of today is capable of doing things that the battery of 10 years ago was not capable of,” he said. Where the task of supplying enough energy for a car’s wildly varying power needs was once impractical, it’s available today at reasonable prices.
The second element is the price of oil. Noting that the cost of a barrel is $68 in the middle of a recession, Ghosn asked his audience whether anyone thought the price would go down. No hands went up. With the U.S., China, Brazil, Indonesia, Eastern Europe and Western Europe all growing, “imagine what the price of oil [will be] if we don’t change the consumption,” he said.
Also affecting costs, he predicted, would be a third factor: Regulations. During his lecture, he asked for another show of hands from people who believed environmental restrictions would become less stringent. Again, no hands went up. “The car industry is 14% of CO2 emissions,” he said. “In the eyes of the public, the car industry is responsible for 50%. We have no choice.”
The coming boom in car ownership in emerging economies will likely increase this perception. Ghosn predicts a spike from 700 million cars today to some 1.5 billion globally: “If you’re going to let developing countries have as many cars as they want — and they’re going to have as many cars as they want one way or another — there is no absolutely alternative but to go for zero emissions. And the only zero-emissions vehicle available today is electric…. So we decided to go for it. We decided not to wait for the next battery and the next car in five years. We decided now is the time.”
Plugging In
Ghosn went into significant detail in describing how his firm can make electric cars a practical reality — and a consumer favorite. “Driving an electric car is pure pleasure,” he said. “I’m sure when the car is on the market in the U.S. and people start to drive it, it will totally change the image of an electric car.” Starting next year, Nissan and Renault plan to offer a wide range of such vehicles, not just a single marquee product marketed to show off a driver’s green inclinations. “We want the car to be affordable, which means, if you want to buy an electric car, it has to cost the same” as regular cars.
The logistics, on the other hand, will require a certain degree of investment from individuals, businesses and perhaps governments. Ghosn said car buyers with garages at home should be able to upgrade their electric outlets to facilitate an electric car’s plug for around $500. In big cities, he predicted, electric companies will pay about $1,000 for devices resembling parking meters that can be arrayed along curbs to charge the vehicles. He predicted that price would fall as companies began mass-ordering the devices, and said firms would quickly recoup their expenses as customers pay to charge their batteries.
Both of those options, though, require a car to be charged overnight, like a mobile phone, for a charge that gets a car fewer miles than a tank of gas. Drivers in a hurry will have to go to a quick-charge station, which can fill up 80% of a battery in 30 minutes. The equipment isn’t cheap: A quick-charge device, Ghosn said, costs $30,000 — an investment that might make sense once there is a critical mass of electric-car drivers already on the road, but something that could seem expensive for service station owners in a market where electric cars remain rare. He called for governments to step in and spur the market via regulation. One idea: Make quick-charge facilities mandatory for anyone operating a gas station starting in 2012.
Ghosn indicated that he foresees epic battles over his ideas, commensurate with the major economic interests at play. “It’s not possible unless government supports you. It’s not because the technology is more expensive. It’s because you can’t compete against 68 million cars being produced in the whole system…. That’s why we need support from the government, in order to make the ramp-up from 500,000 to one million cars. And then the system works by itself. Governments are all lined up. They are all agreeing to say, ‘Okay, I want an electric car in my country. I’m going to put in the incentives that are necessary. I’m going to put in the infrastructure that is necessary, because we need to get out of dependence on oil. We need to get out from CO2 and global warming. And we need to get out from the risk of oil going to $150 and $200 a barrel.'”
Comic Book Hero
Ghosn’s career makes him the ideal person to translate once-fantastic ideas into practical nitty-gritty. Born in Brazil, he moved to his parents’ native Lebanon at age six. Educated there and in France, he went to work for Michelin and became chief operating officer of its South American division at age 30. By 34, he was running the firm’s North American operations, where he led a merger with Uniroyal. He moved to Renault in 1996 in time for the French automaker’s takeover of Nissan. In 2001, he became the first non-Japanese to run the firm, which was deeply in debt and had lost nearly $6 million the previous year. In 2002, it turned a profit. Ghosn’s turnaround skills made him a celebrity in Japan, where his story was featured in a comic book.
Ghosn said he never planned a career as a turnaround specialist. Rather, he said, he chose the transportation industry because “I liked cars, I liked products and I liked to work with people.” Were he in a position to hire someone to fix a distressed firm, he would focus on three more specific qualities: Someone who had previous experience with tough business challenges, someone who was rigorously factual and willing to question assumptions by using data, and someone who could connect with other people to enlist their help with difficult parts of the recovery effort, such as layoffs.
Ghosn described his firm’s multinational character as a plus: In addition to its well-known French and Japanese components, it also owns or partners with automakers in Korea, Romania and Russia. “We are a hybrid of different cultures — one French, one Japanese, one Russian. Every company is autonomous, but we develop synergies together…. We are a unique combination of different cultures, and it works. It’s complicated, it goes against all the advice, but it works.” In 2008, the company had more than $100 billion in global revenues.
Ghosn, 55, says a diverse firm like Renault Nissan, with 300,000 employees around the world and head offices in Paris and Tokyo, is a fairly good reflection of a business world where management culture has become as diverse as labor and market locations. “Six or seven years ago, the BRIC [Brazil, Russia, India and China] countries were a new frontier,” he said. “Now they are at the heart of the system…. ‘Multicultural’ used to be American leaders, Japanese leaders and West European leaders. Not anymore.” The current downturn, which has seen China, India and Brazil remain comparatively resilient, will only serve to strengthen this trend.
Ghosn sees major new possibilities for those countries, and other emerging economies, in his industry. His advice to nations dreaming of an auto sector: “You have to bring something to the table.” Japan, he noted, started by introducing cheap cars that were bedeviled by quality problems. Once the quality problems were fixed, Japanese firms ruled the market. Korean automakers followed the same model, occupying the low-cost niche Japan had vacated, and then moving up as quality soared. He sees Chinese firms following suit. India’s auto industry, on the other hand, appears not to be copying the pattern, focusing instead on “frugal engineering — a habit that’s lost elsewhere” — for cars like Tata’s low-budget Nano. The vehicle might come to dominate parts of Asia, Africa and Latin America, although Ghosn doubts it would clear Western safety hurdles.
The increasingly multinational nature of automakers and auto buyers stands in contrast to a strain of nationalist dialogue that has been especially prevalent as the U.S. ponders its reliance on gasoline.
In the case of the automobile industry’s move away from oil, one factor that is frequently cited by American politicians is not high on Ghosn’s list of motivations: national security. An audience member asked whether a transition to batteries would really help America’s push for energy independence, since many battery ingredients come from China, a country that presents its own set of foreign-policy challenges for Washington. But Ghosn said the point wasn’t to cut potentially competing governments out of the action: Instead, it was to liberate the market from the environmental risk and price uncertainty that are specific to oil.
In addition, he said, the oil and battery industries are both more diverse than the national security rhetoric would have people believe. Slash transportation’s dependence on oil by 50% and there will still be a large market in heating, industrial products and countless other regions. And while the least expensive batteries and several key raw materials do come from China, the most sophisticated batteries are made in Japan and Korea.
The very unpredictability of his own path — like the technological change his industry is now experiencing — offers a fairly good lesson about managing a career, Ghosn said.
“A career, no matter what, you can’t predict, you can’t plan. You’re going to be offered much more opportunity than you ever think could happen. The only thing to make sure of is that your mindset is open enough so that when the opportunity comes, even though it’s completely bizarre or completely strange or in a place in the world that you never thought you would be, you’re ready to take it,” he said. “If somebody had told me six months ago that … I would be sitting in [the Tokyo neighborhood of] Ginza managing one of the largest car manufacturers in Japan, I’d have said [he was] crazy. Not going to happen. If you don’t maintain your open mindset, if you say, ‘This is my plan and everything else is a distraction,’ you’re not going to go anywhere.”
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2002-12-28T17:35:27+00:00
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https://en.wikipedia.org/wiki/Renault
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French multinational automobile manufacturer
For other uses, see Renault (disambiguation).
RenaultOwnerRenault S.A.CountryFranceIntroducedDecember 1898WebsiteOfficial website
Groupe Renault ( REN-oh, rə-NAWLT, rə-NOH,[7][8] French: [ɡʁup ʁəno], also known as the Renault Group in English; legally Renault S.A.) is a French multinational automobile manufacturer established in 1899.[9] The company produces a range of cars and vans and in the past, has manufactured trucks, tractors, tanks, buses/coaches, aircraft and aircraft engines, and autorail vehicles.
Headquartered in Boulogne-Billancourt, near Paris, the Renault group is made up of the namesake Renault marque along with subsidiaries Alpine and Dacia from Romania.[10][11] It is part of a loose alliance Renault–Nissan–Mitsubishi Alliance (previously Renault–Nissan Alliance) since 1999. The French state and Nissan each own a 15% share of the company.
Renault also has other subsidiaries as RCI Banque (automotive financing), Renault Retail Group (automotive distribution) and Motrio (automotive parts). Renault has various joint ventures, including Horse Powertrain (engine development), Oyak-Renault (Turkish manufacturing), Renault Nissan Automotive India (Indian manufacturing) and Renault Korea (previously Renault Samsung Motors, South Korean manufacturing). Renault Trucks, previously known as Renault Véhicules Industriels, has been part of Volvo since 2001. Renault Agriculture became 100% owned by German agricultural equipment manufacturer CLAAS in 2008.
Renault is known for its role in motor sport, particularly rallying, Formula 1 and Formula E. Its early work on mathematical curve modeling for car bodies is important in the history of computer graphics.[12]
History
[edit]
Founding and early years (1898–1918)
[edit]
The Renault corporation was founded on 25 February 1899 as Société Renault Frères by Louis Renault and his brothers Marcel and Fernand.[9][13] Louis was a bright, aspiring young engineer who had already designed and built several prototypes before teaming up with his brothers, who had honed their business skills working for their father's textile firm. While Louis handled design and production, Marcel and Fernand managed the business.[14]
The first Renault car, the Renault Voiturette 1CV, was sold to a friend of Louis' father after giving him a test ride on 24 December 1898.[15]
In 1903, Renault began to manufacture its own engines; until then it had purchased them from De Dion-Bouton. The first major volume sale came in 1905 when Société des Automobiles de Place bought Renault AG1 cars to establish a fleet of taxis.[16] These vehicles were later used by the French military to transport troops during World War I which earned them the nickname "Taxi de la Marne."[17] By 1907, a significant percentage of London and Paris taxis had been built by Renault.[16] Renault was also the best-selling foreign brand in New York in 1907 and 1908.[18] In 1908 the company produced 3,575 units, becoming the country's largest car manufacturer.[16]
The brothers recognised the value of publicity that participation in motor racing could generate for their vehicles. Renault made itself known through succeeding in the first city-to-city races held in Switzerland, producing rapid sales growth. Both Louis and Marcel raced company vehicles, but Marcel was killed in an accident during the 1903 Paris-Madrid race.[19] Although Louis never raced again, his company remained very involved, including Ferenc Szisz winning the first Grand Prix motor racing event[20] in a Renault AK 90CV in 1906.
Louis took full control of the company as the only remaining brother in 1906 when Fernand retired for health reasons.[14] Fernand died in 1909 and Louis became the sole owner, renaming the company Société des Automobiles Renault (Renault Automobile Company).[9][16]
Renault fostered its reputation for innovation from very early on. At the time, cars were luxury items manufactured without assembly line advances. The price of the smallest Renaults at the time was 3000 francs (₣); an amount equal to ten years pay for the average worker. In 1905, the company introduced mass production techniques and Taylorism in 1913.[21] In 1911, Renault visited Henry Ford at the Highland Park factory and adopted some of the manufacturing principles from his trip.[22]
Renault manufactured buses and commercial cargo vehicles in the pre-war years. The first real commercial truck from the company was introduced in 1906.[23] During World War I, it branched out into ammunition, military aircraft engines[16] (the first Rolls-Royce aircraft engines were modeled and inspired by Renault air-cooled aircraft V8 units)[24][25] and vehicles such as the revolutionary Renault FT tank.[21] The company's military designs were so successful that Louis was awarded the Legion of Honour for his company's contributions.[26] The company exported engines to American automobile manufacturers for use in such automobiles as the GJG, which used a Renault 26 horsepower (19 kW) or 40 hp (30 kW) four-cylinder engine.[27]
Interwar years (1919–1938)
[edit]
Louis Renault enlarged Renault's scope after 1918, producing agricultural and industrial machinery. The war from 1914 until 1918 led to many new products.[28] The first Renault tractor, the Type GP was produced between 1919 and 1930. It was based on the FT tank.[29] Renault struggled to compete with the increasingly popular small, affordable "people's cars," while problems with the United States stock market and the workforce slowed the company's growth. Renault also had to find a way to distribute its vehicles more efficiently. In 1920, Louis signed one of its first distribution contracts with Gustave Gueudet, an entrepreneur from Amiens, France which they still maintain a relationship.
The pre-First World War cars had a distinctive front shape caused by positioning the radiator behind the engine to give a so-called "coal scuttle" bonnet. This continued through the 1920s.[30] Only in 1930 did all models place the radiator at the front. The bonnet badge changed from circular to the familiar and continuing diamond shape in 1925. The practice of installing the radiator behind the engine against the firewall continued during the 1950s and 1960s on vehicles where the engine was installed longitudinally in the rear of the vehicle.
Renault introduced new models at the Paris Motor Show, which was held in September or October of the year. This led to confusion about model years. For example, a "1927" model was mostly produced in 1928.
Renault cars during this time period had two model lines; the economy four-cylinder engine models that in the 1930s became the suffix "Quatre" and the luxury six-cylinder models that were initially sold with the suffix "-six" that later became the suffix "Stella." For example, in 1928, when Renault produced 45,809 cars, its seven models started with a 6CV, a 10CV, the Monasix, 15CV, the Vivasix, the 18/22CV and the 40CV. Renault offered eight body styles. The longer rolling chassis were available to coachbuilders. The smaller were the most popular while the least produced was the 18/24CV. The most expensive body style in each range was the closed car. Roadsters and tourers (torpedoes) were the cheapest.
The London operation was important to Renault in 1928. The UK market was quite large and North America also received exports for the luxury car market. Lifted suspensions, enhanced cooling, and special bodies were common on vehicles sold abroad. Exports to the US by 1928 had declined to near-zero from their high point prior to WWI. A Type NM 40CV Tourer had a US list price of over US$4,600 ($81,623 in 2023 dollars[31]), about the same as a Cadillac V-12, Packard Eight, Fiat 520, or Delahaye. Closed 7-seat limousines like the Renault Suprastella started at US$6,000 ($106,465 in 2023 dollars[31]).
Cars were conservatively engineered and built. The Renault Vivasix, model PG1, was sold as the "executive sports" model beginning in 1927. Lighter weight factory steel bodies powered by a 3,180 cubic centimetre (cc) six-cylinder motor provided a formula that lasted until the Second World War.
"de Grand Luxe Renaults", those with a wheelbase over 12-foot (3.7 m), were produced in small numbers in two major types – six- and eight-cylinder. The 1927 six-cylinder Grand Renault models NM, PI and PZ introduced the new three spring rear suspension that considerably aided stability that was needed since some vehicles surpassed 90 mph (140 km/h).
The straight 8-cylinder Reinastella was introduced in 1929 and expanded to a range culminating in 1939 Suprastella. Coachbuilders included Kellner, Labourdette, J. Rothschild et Fils and Renault bodies. Closed car Renault bodies were often trimmed with interior woodwork by Rothschild.
In 1928, Renault introduced an upgraded specification to its "Stella" line. The Vivastella's and Grand Renaults had upgraded interior fittings and a small star fitted above the front hood logo. This proved to be a winning differentiator and in the 1930s all cars changed to the Stella suffix from the previous two alpha character model identifiers.
The Grand Renaults were built using a considerable amount of aluminium. Engines, brakes, transmissions, floor and running boards and all external body panels were aluminium. Of the few that were built, many went to scrap to aid the war effort.
In 1931, Renault introduced diesel engines for its commercial vehicles.[23]
Renault was one of the few French vehicle manufacturers that pursued the production of aircraft engines after World War I. In the late 1920s, it attempted to produce a high-power military engine to compete with the American Pratt & Whitney units, which proved unsuccessful, although its civil engines achieved better results.[33] In the 1930s, the company took over the aircraft manufacturer Caudron, focusing its production in small airplanes,[33] acquired a stake in Air France and partnered to establish the airmail company Air Bleu.[34] Renault Caudron airplanes settled several speed world records during the 1930s. Renault continued developing tanks as part of France's rearming effort, including the D1 and the FT's replacement, the R 35.[35]
During the late 1920s and early 1930s, Renault was surpassed by Citroën as the largest car manufacturer in France. Citroën models at the time were more innovative and popular than Renault's.[36] However, by mid-1930s the French manufacturers were hit by the Great Depression. Renault could initially offset losses through its tractor, railroad and weaponry businesses, while Citroën filed for bankruptcy, and was later acquired by Michelin.[34] Renault became again the largest car manufacturer, a position it would keep until the 1980s.[34]
Renault was finally affected by the Great Depression economic crisis in 1936. The company spun off Caudron and its foundry and aircraft engine divisions into related but autonomous operations, keeping its core automotive business.[34] Between 1936 and 1938, a series of labour disputes, strikes, and worker unrest spread throughout the French automobile industry.[37] The disputes were eventually quashed by Renault in a particularly intransigent way, and over 2,000 people lost their jobs.[37][38]
World War II and aftermath (1939–1944)
[edit]
After the French capitulation in 1940, Louis Renault refused to produce tanks for Nazi Germany, which took control of his factories. As Renault was manufacturing the Renault UE tank for the Allies, he produced trucks instead. On 3 March 1942, the British Royal Air Force (RAF) launched 235 low-level bombers at the Île Seguin, Billancourt, Paris plant, the largest number aimed at a single target during the war.[39] 460 metric tons (450 long tons; 510 short tons) of bombs were dropped on the plant and the surrounding area, causing extensive damage along with heavy civilian casualties.[40] Renault resolved to rebuild the factory as quickly as possible, but bombardments continued a year later, on 4 April, this time delivered by the Americans, and on 3 and 15 September 1943.[40]
A few weeks after the Liberation of Paris, at the start of September 1944, the factory gates at Renault's Billancourt plant reopened.[40] Operations restarted slowly, in an atmosphere poisoned by plotting and political conspiracy.[40] In 1936, the Billancourt factory had been the scene of violent political and industrial unrest that had surfaced under Léon Blum's Popular Front government. The political jostling and violence that followed liberation ostensibly reflected the rivalries between capitalist collaboration and communist resistance; many of the scores settled predated the invasion.[40]
Responding to the chaotic situation at Renault, a 27 September 1944 meeting of the Council of Ministers (fr) took place under de Gaulle's presidency. Postwar European politics had quickly become polarised between communists and anti-communists, and in France de Gaulle was keen to resist Communist Party attempts to monopolise the political dividends available to resistance heroes: politically Billancourt was a communist stronghold. The government decided to "requisition" the Renault factories.[40] A week later, on 4 October, Pierre Lefaucheux, a resistance leader with a background in engineering and top-level management, was appointed provisional administrator of the firm, assuming his responsibilities at once.[40]
Meanwhile, provisional government accused Louis Renault of collaborating with the Germans. In the frenzied atmosphere of those early post-liberation days, with many wild accusations, Renault was advised by his lawyers to present himself to a judge. He appeared before Judge Marcel Martin, on 22 September 1944[40] and was arrested on 23 September 1944, as were several other French automobile-industry leaders.[40] Renault's harsh handling of the 1936–1938 strikes had left him without political allies and no one came to his aid.[38] He was incarcerated at Fresnes prison where he died on 24 October 1944 under unclear circumstances,[41] while awaiting trial.[42][43]
On 1 January 1945, by de Gaulle's decree, the company was posthumously expropriated from Louis Renault. On 16 January 1945, it was formally nationalised as Régie Nationale des Usines Renault.[40] Renault's were the only factories permanently expropriated by the French government.[44] In subsequent years, the Renault family tried to have the nationalisation rescinded by French courts and receive compensation. In 1945, and again in 1961, the Courts responded that they had no authority to review the government's actions.[38]
Postwar resurgence (1945–1971)
[edit]
Under the leadership of Pierre Lefaucheux, Renault experienced both a commercial resurgence and labor unrest, that was to continue into the 1980s.
In the early 1950s, Renault assembled at least two models; "Standard Saloon" and "De Luxe Saloon" in England.[45]
In secrecy during the war, Louis Renault had developed the rear engine 4CV[46] which was subsequently launched under Lefacheux in 1946. Renault debuted its flagship model, the largely conventional 2-litre 4-cylinder Renault Frégate (1951–1960), shortly thereafter. The 4CV proved a capable rival for cars such as the Morris Minor and Volkswagen Beetle; its sales of more than half a million ensured its production until 1961.
After the success of the 4CV, Lefacheux continued to defy the postwar French Ministry of Industrial Production, which had wanted to convert Renault solely to truck manufacture,[47] by directing the development of its successor. He oversaw the prototyping of the Dauphine (until his death), enlisting the help of artist Paule Marrot in pioneering the company's textile and color division.
The Dauphine sold well as the company expanded production and sales further abroad, including Africa and North America.[48] The Dauphine sold well initially in the US, although it subsequently became outdated against increased competition, including from the country's nascent domestic compacts such as the Chevrolet Corvair. Renault also sold the Renault Caravelle roadster, which was called the Floride outside North America.
During the 1950s, Renault absorbed two small French heavy vehicle manufacturers (Somua and Latil) and in 1955 merged them with its own truck and bus division to form the Société Anonyme de Véhicules Industriels et d'Equipements Mécaniques (Saviem).[50]
Renault then launched two successful cars – the Renault 4 (1961–1992), a practical competitor for the likes of the Citroën 2CV, and the rear-engined Renault 8.[28] The larger Renault 10 followed the success of the R8, and was the last rear-engined Renault. The company achieved success with the more modern and more upmarket Renault 16, a pioneering hatchback launched in 1966, followed by the smaller Renault 6.
On 16 January 1970, the manufacturer celebrated the 25th anniversary of its 1945 rebirth as the nationalised Régie Nationale des Usines Renault. The 1960s had been a decade of aggressive growth: a few months earlier, in October 1969, the manufacturer had launched the Renault 12, combining the engineering philosophy of its hatchbacks with the more conservative "three-box" design. The four-door Renault 12 model fit between the Renault 6 and Renault 16. The model was a success. 1970 was also the first year during which Renault produced more than a million cars in a single year, building 1,055,803.[51]
Modern era (1972–1980)
[edit]
The company's compact and economical Renault 5 model, launched in January 1972,[52] was another success, anticipating the 1973 energy crisis.[28] Throughout the 1970s the R4, R5, R6, R12, R15, R16, and R17 maintained Renault's production with new models including the Renault 18 and Renault 20.
During the mid-seventies, the already broad-based company diversified into more industries and continued to expand globally, including South East Asia. The energy crisis led Renault to again attempt to attack the North American market. Despite the Dauphine's success in the United States in the late 1950s and an unsuccessful assembly project in Saint-Bruno-de-Montarville, Quebec (1964–72), Renault began to disappear from North America at the end of the decade.
Renault acquired a controlling stake in Automobiles Alpine in 1973, and over the decades, Renault developed a collaborative partnership with Nash Motors Rambler and its successor American Motors Corporation (AMC). From 1962 until 1967, Renault assembled complete knock down (CKD) kits of the Rambler Classic sedans in its factory in Belgium.[53] Renault did not have large or luxury cars in its product line and the "Rambler Renault" was positioned as an alternative to the Mercedes-Benz "Fintail" cars. Later, Renault continued to make and sell a hybrid of AMC's Rambler American and Rambler Classic called the Renault Torino in Argentina (sold through IKA-Renault). Renault partnered with AMC on other projects, such as a rotary concept engine in the late 1960s.
In the late 1960s and 1970s, the company established subsidiaries in Eastern Europe, most notably Dacia in Romania, and South America (many of which remain active) and forged technological cooperation agreements with Volvo and Peugeot,[54] (for instance, for the development of the PRV V6 engine, which was used in Renault 30, Peugeot 604, and Volvo 260 in the late 1970s).
In the mid-1960s, Renault Australia was set up in Melbourne. The company produced and assembled models including the R8, R10, R12, R16, sporty R15, R17 coupes, R18, and R20. The unit closed in 1981 and the factory closed with LNC Industries taking over import and distribution of Renaults in Australia.[55]
When Peugeot acquired Citroën and formed PSA, the group's collaboration with Renault was reduced, although established joint production projects were maintained. Prior its merging with Peugeot, Citroën sold to Renault the truck and bus manufacturer Berliet[54] in December 1974,[56] merging it with its subsidiary Saviem in 1978 to create Renault Véhicules Industriels, which became the only French manufacturer of heavy commercial vehicles.[23][50] In 1976, Renault reorganised the company into four business areas: automobiles (for car and light commercial vehicles or LCVs), finance and services, commercial vehicles (coaches and trucks over 2.5 tons GVW), and minor operations under an industrial enterprises division (farm machinery, plastics, foundry, etc.). In 1980, Renault produced 2,053,677 cars and LCVs. The cars at the time were the Renault 4, 5, 6, 7, 12, 14, 16, 18, 20, and 30; the LCVs were the 4, 5, and 12 Société and the Estafette. The company added 54,086 buses/coaches and trucks.[54]
In North America, Renault partnered with American Motors Corporation (AMC), lending AMC operating capital and buying a minority 22.5% stake in the company in late 1979. The first Renault model sold through AMC's dealerships was the R5, renamed Renault Le Car. Jeep was keeping AMC afloat until new products, particularly the XJ Cherokee, could be launched. When the bottom fell out of the four-wheel drive (4×4) truck market in early 1980, AMC was in danger of bankruptcy. To protect its investment, Renault bailed AMC out with cash – at the price of a controlling 47.5% interest.[57] Renault replaced some AMC executives, and Jose Dedeurwaerder of Renault became President of AMC.[28]
The partnership resulted in the marketing of Jeep vehicles in Europe.[28] The Jeep XJ Cherokee may have been a joint AMC/Renault project since some early sketches of the XJ series were made in collaboration by Renault and AMC engineers (AMC insisted that the XJ Cherokee was designed by AMC personnel; even though a former Renault engineer designed the Quadra-Link front suspension for the XJ series).[58] The Jeep also used wheels and seats from Renault. Part of AMC's overall strategy was to save manufacturing costs by using Renault's parts and engineering expertise when practical. This led to the improvement of the venerable AMC inline six – a Renault/Bendix-based port electronic fuel injection system (usually called Renix) transformed it into a modern, competitive powerplant with a jump from 110 to 177 hp (82 to 132 kW) with less displacement (from 4.2 to 4.0 litres). The XJC Cherokee concept, which was conceived in 1983 as a successor to the XJ series, was also a joint collaboration with AMC and Renault engineers until the design was inherited by the Chrysler Corporation in late 1987 after Renault divested AMC – which debuted in 1989 as the Jeep Concept 1 (evolving into the Jeep Grand Cherokee in April 1992).
The Renault-AMC marketing effort in passenger cars was unsuccessful compared to the popularity of Jeep vehicles. This was because, by the time the Renault range was ready, the second energy crisis was over, taking with it much of the desire for economical, compact cars. One exception was the Renault Alliance (an Americanised version of the Renault 9), which debuted for the 1983 model year. Assembled at AMC's Kenosha, Wisconsin plant,[57] the Alliance received Motor Trend's domestic Car of The Year award in 1983.[59] The Alliance's 72% US content allowed it to qualify as a domestic vehicle, making it the first car with a foreign nameplate to win the award. (In 2000, Motor Trend did away with separate awards for domestic and imported vehicles.) A surprising side effect of the AMC linkup was that Renault felt the effects of the Arab League boycott of companies doing business with Israel, as AMC built Jeeps there under license. Plans to sell the Renault 9 in the Middle East were mothballed as a result.[60]
Introductions in the US during the 1980s included the Renault Alliance GTA and GTA convertible – an automatic-top convertible with a 2.0 L engine – big for a car of its class and the Renault Fuego coupé. The Alliance was followed by the Encore (US version of the Renault 11), an Alliance-based hatchback.[57] In 1982, Renault become the second European automaker to build cars in the US, after Volkswagen. However, bland styling and poor product quality proved insurmountable.[61]
Eventually, Renault sold AMC to Chrysler in 1987 after the assassination of Renault's chairman, Georges Besse by Action directe.[28] The Renault Medallion (Renault 21 in Europe) sedan and wagon was sold from 1987 until 1989 through Jeep-Eagle dealerships. Jeep-Eagle was the division Chrysler created out of the former AMC. Renault imports ended after 1989. A completely new full-sized 4-door sedan, the Eagle Premier, was developed during the partnership between AMC and Renault. The Premier design, as well as its state-of-the-art manufacturing facility in Bramalea, Ontario, Canada, were the starting point for the sleek LH sedans such as the Eagle Vision and Chrysler 300M.
In early 1979, as part of its attempts to expand into the US market, Renault bought a 20% stake in truck manufacturer Mack.[62][63] The aim of this operation was to make use of the company's extensive dealership network to distribute light trucks.[64] In 1983, Renault increased its stake in Mack to 44.6%.[63][64] In 1987, it transferred the ownership of a 42% stake to Renault Véhicules Industriels.[65]
In the late 1970s and early 1980s, Renault increased its involvement in motorsport, with novel inventions such as turbochargers in its Formula One cars. Renault's Head of Engines, Georges Douin, orchestrated the installation of turbocharged engines across much of the Renault range beginning in 1980. 10% of all turbocharged European cars in 1984 were Renaults.[66] The company's road car designs were revolutionary in other ways also – the Renault Espace was one of the first minivans and was to remain the most well-known minivan in Europe for the next two decades. The second-generation Renault 5, the European Car of the Year-winning Renault 9, and the most luxurious Renault yet, the aerodynamic 25, were all released in the early 1980s. At the same time, poor product quality damaged the brand. The ill-fated Renault 14 may have been the culmination of these problems in the early 1980s.
Restructuring (1981–1995)
[edit]
Renaults were somewhat successful on both road and track, including the 1984 Espace launch, which was Europe's first multi-purpose vehicle, a dozen years before any competitor. However, Renault was losing a billion francs a month totaling ₣12.5 billion in 1984. The government intervened and Georges Besse was installed as chairman; he set about cutting costs dramatically, selling many of Renault's non-core assets (Volvo stake, Gitane, Eurocar, and Renix), withdrawing almost entirely from motorsports, and laying off many employees.[67] This halved the deficit by 1986, but Besse was murdered by the communist terrorist group Action Directe in November 1986. He was replaced by Raymond Lévy, who continued Besse's initiatives, slimming the company enough that by the end of 1987, Renault was more or less financially stable. However, while Besse was convinced that Renault needed a presence in the North American market and wanted to push forward with restructuring AMC, Lévy, facing domestic losses from Renault at home, and losses from AMC in the US, along with the political climate that led to Besse's assassination, decided to sell AMC to Chrysler that same year.
The Renault 9, a small four-door family saloon, was voted European Car of the Year on its 1981 launch. It sold well in France, but was eventually eclipsed by its sister vehicle, the Renault 11 hatchback, as the hatchback body style became more popular in this size of the car. The Renault 5 entered its second generation in 1984 and continued to sell well. The long-running Renault 18 was replaced by the Renault 21 early in 1986, adding a seven-seater estate badged as the Nevada or Savanna depending on where it was sold. Renault's top-of-the-range model in the 1980s was the Renault 25, launched at the end of 1983.
In 1990, Renault strengthened its collaboration with Volvo by signing an agreement that allowed both companies to reduce vehicle conception costs and purchasing expenses. Renault had access to Volvo's expertise in upper market segments and in return, Volvo exploited Renault's designs for low and medium segments. In 1993, the two companies announced their intention to merge operations by 1 January 1994 and increased their cross-shareholding. The French accepted the merger, while Volvo shareholders rejected it.[67]
A revitalised Renault launched successful new cars in the early 1990s, accompanied by an improved marketing effort on European markets,[67] including the 5 replacement, the Clio in May 1990.[28] The Clio was the first new model of a generation that replaced numeric identifiers with traditional nameplates. The Clio was voted European Car of the Year soon after its launch, and was one of Europe's best-selling cars in the 1990s, proving even more popular than its predecessor. Other important launches included the third-generation Espace in 1996 and the innovative Twingo in 1992, the first car to be marketed as a city car MPV (multi-purpose vehicle). The Twingo was roomier than any prior cars of its size range. Twingo sales reached 2.4 million in Europe, even though the original was only built for (Continental) left-hand drive markets.[68]
Privatisation and the alliance era (1996–2019)
[edit]
It was eventually decided that the company's state-owned status was a detriment. By 1994, plans to sell shares to public investors were officially announced.[67] The company was privatised in 1996.[28] This new freedom allowed the company to venture once again into markets in Eastern Europe and South America, including a new factory in Brazil and upgrades for its infrastructure in Argentina and Turkey. In December 1996, General Motors Europe and Renault begun to collaborate in the development of LCVs, starting with the second generation Trafic (codenamed X83).[70]
Renault's financial problems were not all fixed by the privatisation, and Renault's president, Louis Schweitzer gave to his then deputy, Carlos Ghosn, the task of confronting them. Ghosn elaborated a plan to cut costs for the period 1998–2000, reducing the workforce, revising production processes, standardising vehicle parts and pushing the launch of new models. The company also undertook organisational changes, introducing a lean production system with delegate responsibilities inspired by Japanese systems (the "Renault Production Way"), reforming work methods, and centralising research and development at its Technocentre to reduce vehicle conception costs while accelerating such conception.[67]
After Volvo's exit, Renault searched for a new partner to cope with an industry that was consolidating. Talks with BMW, Mitsubishi, Nissan, PSA and others were held and yielded a relationship with Nissan, whose negotiations with Daimler had stalled.[71] Starting on 27 March 1999, the Renault–Nissan Alliance is the first of its kind involving a Japanese and a French company, including cross-ownership. Renault initially acquired a 36.8% stake at a cost of £2.7 billion in Nissan, while Nissan, in turn, took a 15% non-voting stake in Renault.[72] Renault continued to operate as a stand-alone company, but with the intent to collaborate with its alliance partner to reduce costs. The same year, Renault bought a 51% majority stake of the Romanian company Dacia for £408.5 million,[73] thus returning after 30 years, in which time the Romanians had built over 2 million cars that primarily consisted of local versions of the Renault 8, 12 and 20. In 2000, Renault acquired a controlling stake of the newly formed South Korean Samsung Group's automotive division for £59.5 million.[74]
In Japan, Renault was formerly licensed by Yanase Co, Japan's premier seller of imported cars. However, as a result of Renault's purchase of an interest in Nissan in 1999, Yanase cancelled its licensing contract with Renault in the spring of 2000, and Nissan took over as the sole licensee, hence sales of Renault vehicles in Japan were transferred from Yanase Store locations to Nissan Red Stage Store locations.
In the late 1990s and early 2000s, Renault sold various assets to finance its inversions and acquisitions,[75] refocusing itself as a car and van manufacturer. In 1999, the company sold its industrial automation subsidiary, Renault Automation, to Comau and its engine parts division to TWR Engine Components.[75] In 2001, Renault sold its 50% stake in bus/coach manufacturer Irisbus to co-owner Iveco and its logistics subsidiary, CAT France, to Global Automotive Logistics.[75] Following the sale of Renault Véhicules Industriels to Volvo in 2001, the company retained a minority (but controlling) stake (20%) in the Volvo Group. In 2010 Renault reduced its shareholding to 6.5% and in December 2012 sold its remaining shares.[76] In 2004, Renault sold a 51% majority stake in its agricultural machinery division, Renault Agriculture, to CLAAS. In 2006, CLAAS increased its ownership to 80% and in 2008 took full control.[77]
In the twenty-first century, Renault developed a reputation for distinctive, outlandish design. The second generation of the Laguna and Mégane featured ambitious, angular designs that turned out to be successful, The 2000 Laguna was the second European car to feature "keyless" entry and ignition.[78] Less successful were the company's more upmarket models. The Avantime, a unique coupé multi-purpose vehicle, sold poorly and was quickly discontinued while the luxury Vel Satis model also disappointed. However, the design inspired the lines of the second-generation Mégane, the maker's most successful car. As well as its distinctive styling, Renault was to become known for its car safety by the independent company Euro NCAP[79] Thus, in 2001, the Laguna achieved a five-star rating,[79] followed in 2004 by the Modus,[80] and acquired control of AvtoVAZ in 2008.[81]
In April 2010, Renault–Nissan announced an alliance with Daimler. Renault supplied Mercedes-Benz with its brand new 1.6-litre turbo-diesel engine and Mercedes-Benz provided a 2.0 litre four-cylinder petrol engine to Renault–Nissan.[82] The resulting new alliance was to develop a replacement for the Smart based on the Twingo.[83]
In February 2010, Renault opened a new production factory near Tangier, Morocco, with an annual output capacity of 170,000 vehicles.[84] Initially, it manufactured the Dacia Lodgy and Dacia Dokker models followed in October 2013[85] by the second generation Dacia Sandero. The output capacity increased to 340,000 vehicles per year with the inauguration of a second production line.[86] The site is located in a dedicated free trade area, neighboring Tanger Automotive City.[87] According to Renault, the new factory emits zero carbon and industrial liquid discharges.[88] Over 100,000 vehicles were produced there in 2013. Renault expects to eventually increase production at the Tangier plant to 400,000 vehicles per year.[89]
In the 2010s, Renault increased its efforts to gain market share in the Chinese market. In 2013, it formed a joint venture with Dongfeng Motor Group named as Dongfeng Renault, based on a failed previous venture with the Chinese company Sanjiang.[90] In December 2017, it signed an agreement with Brilliance Auto to create a new joint venture (Renault Brilliance Jinbei) aimed at producing light commercial vehicles and minivans under the Renault, Jinbei and Huasong marques.[91] In December 2018, Renault announced it would acquire a "significant" stake in JMCG's electric vehicle subsidiary JMEV.[92] In July 2019, Renault took a 50% majority stake from JMEV through capital increase.[93] In April 2020, Renault announced it planned to withdraw from the Dongfeng Renault venture, transferring its stake to Dongfeng.[94]
In December 2012, the Algeria's National Investment Fund (FNI), the Société Nationale de Véhicules Industriels (SNVI), and Renault signed an agreement to establish a factory near the city of Oran, Algeria, with the aim of manufacturing Symbol units from 2014 onwards. The production output was estimated at 25,000 vehicles. The Algerian State has a 51% stake in the facility.[95][96]
In September 2013, Renault launched its brand in Indonesia, the world's fourth most populous country, with the aim of becoming one of the top European brands there until 2016. The model range at the time of the launch consisted of the Duster (locally assembled), the Koleos and the Mégane RS.[97] Later, the Clio and the Captur were also added.[98]
In April 2015, the French government upped their stake in Renault from 15% to 19.73% with the aim of blocking a resolution at the next annual general meeting that could reduce its control over the company.[99] In 2017, the government sold back shares and returned to a 15% stake as agreed with Renault.[100]
During 2016, Renault changed position on the viability of small (B-segment) diesel cars in Europe, as they become significantly more expensive when re-engineered to comply with new emissions regulations as a result of the Volkswagen emissions scandal. Renault believes that all small and some mid-size (C-segment) will no longer be diesels by 2020.[101] However, on Friday, 13 January 2017, Renault shares fell as the Paris prosecutor started an investigation into possible exhaust emissions cheating.[102][103] The company later recalled 15,000 cars for emission testing and fixing.[104][105][106] Renault, along with several other automobile companies, has been accused of manipulating the measurement equipment for NOx pollution from diesel cars. Independent tests carried out by the German car club ADAC proved that, under normal driving conditions, diesel vehicles, including the Renault Espace, exceeded legal European emission limits for nitrogen oxide ( NOx) by more than 10 times.[107][108][109] Renault denied any foul play, stating compliance with French and European standards.[110]
In November 2018, Renault's CEO Ghosn was arrested by Japanese officials for allegedly underreporting his Nissan's salary, following an internal review conducted by the Japanese company. Renault traded shares fell more than 15% after the arrest was known.[111] After Ghosn's arrest, the chief operating officer and company deputy chief Thierry Bolloré became the acting CEO and the board director Philippe Lagayette the acting chairman.[112] In January 2019, following Ghosn's resignation, Renault announced it had appointed Jean-Dominique Senard as chairman and the acting CEO Bolloré as CEO.[113] In October 2019, Bolloré was fired and replaced by Renault's CFO Clotilde Delbos as acting CEO. Bolloré said his dismissal was a "coup" by Senard.[114] In January 2020, Renault announced it had named Italian Luca de Meo as its new CEO, with him taking his post on 1 July. Delbos was named as his deputy.[115]
COVID effects, company and Alliance reforms (2019–present)
[edit]
In May 2020, Renault announced a cost-cutting plan aimed at eliminating 15,000 jobs worldwide, about 10% of the company's workforce, due to falling sales and the COVID-19 pandemic.[116]
In January 2021, as part of a company revamp, Renault said it would divide its automotive division into four business units: Renault, Dacia and Lada, Alpine, and Mobilize (the latter for new "new mobility services").[117][118]
In April 2021, Renault said that its revenue fell by 1.1% from the beginning of 2021 until March and it will reduce car production and focus on models with higher margins.[119]
In November 2022, Renault said it plans to spin off the electric car development into a subsidiary company tentatively called Ampère.[120] It also plans to spin off its powertrain production and development operations (including internal combustion engines and hybrid systems) into a joint venture company named Horse with Geely as co-owner.[120][121]
In January 2023, Renault said it intended to transfer almost 30% of its controlling stake in Nissan to a French trust (pending approval by both companies), reducing its shares with voting rights to a minority 15% and, in doing so, making Nissan shares in Renault to gain voting rights. The shareholding and voting ratio of both companies is set to be fixed in the future. The agreement also included Nissan investing in Ampere and projects in various markets.[122][123] In February 2023, both companies approved the going-ahead for the shareholding changes. Final details and regulatory clearances for the transaction were set to be completed by the first quarter of 2023 and it would be done by the fourth quarter. The companies also approved joint projects and Nissan's Ampere investment.[124] The share transfer was completed in November 2023.[125]
Innovations
[edit]
1899 Louis Renault "Driving, speed-changing mechanism and reversing gear"[126] Louis Renault invented a revolutionary direct drive gear[127] with no drive belt, with much better uphill performances.
1963 – Renault 8 was the first serial car with four-wheel disc brake system
1980 – First patents for "Braking distribution device for total adherence"[128][129]
1988 CARMINAT, a real-time system for location and weather information. This program received European support from 1988, under the code Eureka EU-55 CARMINAT.[130] These innovations for the real-time location and human-machine interfaces are included in the Renault R-link system and Carminat TomTom devices.
Controversies
[edit]
Following the 2022 Russian invasion of Ukraine which began on 24 February, many international, particularly Western companies pulled out of Russia. Unlike most of its Western competitors, Renault has been slow to announce any divestments or scaling back of its operations in Russia, drawing criticism.[131][132] On 21 March, after a brief halt, Renault resumed production at the Renault Russia car plant near Moscow.[133][134] On 23 March, while addressing the French National Assembly, Ukrainian president Volodymyr Zelenskyy called for French companies, including Renault, to leave Russia.[135] Later that day, Renault said it had "suspended" Renault Russia operations and was "assessing the available options" regarding its AvtoVAZ ownership.[136] In May 2022, Renault signed agreements to sell 100% of its shares in Renault Russia to Moscow City entity and its 67.69% interest in AvtoVAZ to NAMI (the Central Research and Development Automobile and Engine Institute). The agreement provides an option for Renault to buy back its interest in AvtoVAZ, exercisable at certain times during the next 6 years.[137]
Motorsport
[edit]
Main articles: Renault Sport and Formula Renault
Renault took part in motorsport at the beginning of the 20th century, promoted by Marcel Renault's racing interests and over the years acquired companies with a sporting connection such as Gordini and Alpine.
In the seventies, Renault set up a dedicated motorsport division called Renault Sport, and, in 1978, won the 24 Hours of Le Mans with the Renault Alpine A442. Renault has also achieved success in both rallying and in Formula One over the past few decades.
The company has also backed various one-make single-seater series such as Formula Renault and the Formula Renault 3.5. These two racing series were a step in the career of thousands of drivers, including Formula One champions Fernando Alonso, Sebastian Vettel, Kimi Räikkönen[139] and Lewis Hamilton,[140] as well as IndyCar champion Will Power.[141]
Renault Sport develops and manufactures the Renault Sport-badged cars,[142] as the Renault Clio RS (for Renault Sport) and the Renault Mégane RS, which own the world records in their categories, such as the Nürburgring,[143] and the Suzuka circuit and awards from What Car?,[144] Evo, and other magazines.
Formula One
[edit]
Main article: Renault in Formula One
Renault introduced the turbo engine to Formula One when they debuted their first car, the Renault RS01 at Silverstone in 1977. The Renault team continued until 1986. From 1989 Renault supplied engines for the successful Williams-Renault car.
Renault took over the Benetton Formula team in 2000[145] for the 2001 season and renamed it Renault F1 in 2002. In 2005 and 2006 the team won the Constructors' and Drivers' titles (with Fernando Alonso).[146] At the 2005 French Grand Prix Carlos Ghosn set out his policy regarding the company's involvement in motorsport:
"We are not in Formula One out of habit or tradition. We're here to show our talent and that we can do it properly ... Formula One is a cost if you don't get the results. Formula One is an investment if you do have them and know how to exploit them."
Renault powered the winning 2010 Red Bull Racing team, and took a similar role with its old team in December 2010, when it sold its final stake to the investment group Genii Capital, the main stakeholder[147] since December 2009,[148] ending Renault's direct role in running a F1 team for the second time.[149]
Renault bought the Enstone-based team for the 2016 season, rebranding it Renault.[150][151] In 2021, the team was renamed Alpine F1 Team and became part of the new Alpine business unit, with Renault retained as the engine nameplate.
In 2024, Renault stopped manufacturing Renault F1 engines at Viry-Châtillon.[152][153]
Rallying
[edit]
Renault has been involved in rallying from an early era. Marcel Renault won the 1902 Rallye Paris-Vienna, but lost his life while competing in the 1903 Paris-Madrid rally.[154]
During the 1950s and 1960s, Renault manufactured several small cars with rear wheel drive in some cases, as the 4CV, the R8 or the Dauphine. These cars were well-adapted to the rally of the time, and the tuner Amedee Gordini collaborated with its performance.[154] In the 1950s the Renault Dauphine won several international rallies, including the 1956 Mille Miglia and the 1958 Monte Carlo Rally.[155]
In 1973, Renault took control of Automobiles Alpine, a related company for several years, which was responsible for building successful rally cars such as the A110.[156] A highly evolved A110 won the first World Rally Championship, representing Alpine-Renault.[154]
In 1976, the Alpine's competition department and the Gordini factory at Viry-Chatillon were merged into Renault Sport.[156] The focus shifted to Formula One, although Renault achieved several victories including the 1981 Monte Carlo Rally with the Renault 5 Turbo[155] before retirement from the world rally in late 1994.[154]
Renault cars also participate of cross-country races, most prominently the Dakar Rally. The Marreau brothers won the 1982 edition driving a Renault 20 Turbo 4x4 prototype.[157]
Later, Renault provided a Renault Megane platform[citation needed] and sponsored the Schlesser-Renault Elf buggies that won the 1999[158] and 2000 editions.[159] The 1999 car was the first two-wheel drive Dakar's winner.[160]
Renaults won the European Rally Championship four times, in 1970, 1999, 2004 and 2005.[161]
Financial data
[edit]
Financial data in € billions[162] Year 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Revenue 40.932 41.055 45.327 51.243 58.770 57.419 55.537 43.474 41.659 46.328 52.376 Net income 0.695 1.998 2.960 3.543 5.210 3.302 -141 -8.046 967 -0.716 2.315 Assets 74.992 81.551 90.605 102.103 109.943 114.996 122.171 115.737 113.740 118.319 121.913 Employees 121,807 117,395 120,136 124,849 181,344 183,002 179,565 170,158 156,466 105,812 105,497
Production
[edit]
Vehicle production
[edit]
Below is the ranking of vehicle production in Renault group factories in 2023:[163]
Location Vehicle produced (units) Mioveni (Romania) 322,086 Tangier (Morocco) 287,860 Bursa (Türkiye, Oyak Renault) 284,040 Curitiba (Brazil) 178,332 Valladolid (Spain) 172,733 Batilly (France, SoVAB) 150,260 Sandouville (France) 131,426 Palencia (Spain) 129,567 ElectriCity Maubeuge (France, Ampere) 123,149 Busan (South Korea) 100,503 Casablanca (Morocco) 94,801 Córdoba (Argentina) 83,586 Chennai (India, RNAIPL) 67,266 Novo Mesto (Slovenia) 60,881 Shiyan (eGT-NEV, partner in China) 54,119 ElectriCity Douai (France, Ampere) 51,486 Bursa (Türkiye, with Karsan) 41,327 Envigado (Colombia) 34,712 Flins (France) 16,679 Dieppe (France, Alpine) 4,708 Oran (Algeria) 2,456 Total 2,391,977
Engine production
[edit]
Below is the production of engines, Horse division for thermal engines and Ampere division for electric motors, in the Renault group factories in 2023:[163]
Location Engines produced (units) Valladolid (Spain) 969,502 Cléon (France) 665,129 (thermal + electric) Mioveni (Romania) 345,121 Curitiba (Brazil) 217,866 Bursa (Türkiye) 210,754 Busan (South Korea) 96,527 Total 2,504,899
Gearbox production
[edit]
Below is the production of gearboxes in the Renault group factories in 2023:[163]
Location Gearboxes produced (units) Seville (Spain) 596,576 Cacia (Portugal) 526,627 Mioveni (Romania) 278,509 Cléon (France) 239,990 Los Andes (Chile) 189,529 Bursa (Türkiye) 71,895 Total 1,903,126
Corporate governance
[edit]
Renault's head office is in Boulogne-Billancourt.[164] The head office is located near the old Renault factories; Renault has maintained a historical presence in Boulogne-Billancourt[165] since the company's opening in 1898.[164]
Renault is administered through a board of directors, an executive committee and a management committee.[166] As of January 2019 , members of the 19-seat board include Jean-Dominique Senard (as chairman), Cherie Blair, Catherine Barba and Pascale Sourisse.[167] Clotilde Delbos is the acting CEO.
Products and technologies
[edit]
Main article: List of Renault vehicles
Best-selling Renault Group models in 2023[168]
including Dacia marque Rank Model Sales 1 Dacia/Renault Sandero 308,781 2 Renault Clio 295,325 3 Dacia/Renault Duster 256,722 4 Renault Captur 159,562 5 Renault Trafic 128,041 6 Renault Kwid 112,472 7 Renault Master 107,005 8 Renault Trafic 106,400 9 Dacia Jogger 94,128 10 Renault Megane 87,614
Current models
[edit]
Current model line up, with calendar year of introduction:[169]
Espace (1984–present; crossover SUV)
Clio (1990–present; hatchback)
Twingo (1992–present; hatchback)
Mégane (1995–present; hatchback, estate)
Mégane E-Tech Electric (2021–present; crossover SUV)
Kangoo (1997–present; developed by Renault and sold in some markets as the Mercedes-Benz Citan and the Nissan Townstar)
Twizy (2012–present)
Captur (2013–present; crossover SUV)
Duster Oroch (Latin America only) (2015–present; pick-up)
Kwid (2015–present; hatchback)
Alaskan (2016–present; pick-up)
Triber (2019–present; mini MPV)
Arkana (2019–present; crossover SUV)
Kiger (2021–present)
Taliant (2021–present; restyled Dacia Logan)
Austral (2022–present; crossover SUV)
Rafale (2024–present; crossover SUV)
Scenic E-Tech (2024–present; crossover SUV)
5 E-Tech (2024–present; hatchback)
Dacia vehicles, sold in some markets under the Renault marque:
Logan (2004–present)
Sandero (2008–present)
Duster (2009–present)
Renault Samsung vehicles, sold in some markets under the Renault marque:
Koleos (2008–present; Renault Samsung QM5/Renault Samsung QM6)
Arkana (2020–present; Renault Samsung XM3)
Renault light commercial vehicles:
Master (1980–present; developed by Renault and sold in some markets as the Nissan Interstar)
Trafic (1980–present; developed by Renault and sold in some markets as the Mitsubishi Express and the Nissan Primastar)
Kangoo (1997–present; developed by Renault and sold in some markets as the Mercedes-Benz Citan and the Nissan Townstar)
Express (2021–present; developed by Renault and sold in some markets as the Mercedes-Benz Citan and the Nissan Townstar)
Dacia light commercial vehicles, sold in some markets under the Renault marque:
Dokker (2012–present)
Duster Commercial (2017–present)[170][171]
Concept cars
[edit]
Renault concept cars show future design and technology directions. Since 2008, Renault has displayed various all-electric car concepts under the name "Z.E.", for zero emission, starting with a concept based on the Renault Kangoo Be Bop. Further concepts and announcements followed, with the production of the Fluence Z.E. saloon beginning in 2011 and the Renault Zoe in 2012.
Renault revealed the Ondelios hybrid concept in 2008.[172][173] but this was overtaken by the Z.E. programme. However, Renault presented a new hybrid car in September 2014, the Eolab, which incorporates various innovations that the company said will be added to production models by 2020.[174]
In 2014 at the New Delhi Auto Show, Renault announced a new model, the Kwid Concept, which comes with helicopter drone.[175]
Electric vehicles
[edit]
In 2013, Renault became the leader of electric vehicles sales in Europe, thanks to its large range of vehicles (Twizy, Zoe, Fluence, Kangoo).[176][non-primary source needed] The Renault Zoe was Europe's best selling all-electric car in 2015 and 2016.[177][178] Global Zoe sales reached the 50,000 unit mark in June 2016,[179] and achieved the 150,000 unit milestone in June 2019.[180] Groupe Renault global electric vehicle sales passed the 100,000 unit milestone in September 2016.[181][182] Since the launch of the Renault electric program, the Group has sold more than 273,550 electric vehicles worldwide through December 2019. Since inception, a total of 181,893 Zoe city cars, 48,821 Kangoo Z.E. electric vans, 29,118 Twitzy heavy quadricycles, and 10,600 Fluence Z.E. cars have been sold globally through December 2019.[183]
Beginning in 2008, Renault made agreements for its planned zero-emissions products, including with Israel, Portugal, Denmark and the US states of Tennessee and Oregon,[184] Yokohama in Japan and the Principality of Monaco.[185] Serge Yoccoz is the electric vehicle project director.[186]
In 2008, Renault–Nissan signed a deal to produce electric cars for an initiative in Israel with Better Place, a US company developing new non-petroleum–based transport infrastructure. Renault aimed to sell 10–20,000 cars a year in Israel.[187] Renault also agreed to develop exchangeable batteries for the project.[188] Renault collaborated with Better Place to produce a network of all-electric vehicles and thousands of charging stations in Denmark, planned to be operational by 2011.[189] The Renault Fluence Z.E.,[190] was selected for the Israel project. It became the first zero-emission vehicle with a switchable battery,[191] with trials in 2010 undertaken with the Renault Laguna. Renault ended the partnership in 2013, following Better Place's bankruptcy, with only 1,000 vehicle sales in Israel and 240 in Denmark.[192]
Renault–Nissan and the largest French electric utility, Électricité de France (EDF), signed an agreement to promote electric vehicles in France. The partnership planned to pilot projects on battery management and charging infrastructure.[193] Renault–Nissan also signed deals with Ireland's Electricity Supply Board (ESB),[194] and in Milton Keynes as part of the UK's Plugged in Places national project.[195]
We have decided to introduce zero-emission vehicles as quickly as possible in order to ensure individual mobility against the background of high oil prices and better environmental protection
— Carlos Ghosn, CEO of Renault and Nissan[184]
According to Ghosn, the Renault–Nissan alliance was a fundamental step in electric car development, and that they needed each other for other issues such as battery manufacturing, charging infrastructure and business strategy.[196]
I don't think either Renault or Nissan would have been able to launch an EV alone successfully. You can have an electric car alone. But what you cannot have is an EV business system, from batteries to recycling to cars to infrastructure to negotiation, by being alone.
— Carlos Ghosn, CEO of Renault and Nissan[196]
The Renault–Nissan group is a member of the PHEV Research Center. In September 2013, Renault and Bolloré announced an agreement to collaborate on a new electric vehicle and in car-sharing project.[197]
In 2021, Renault launched a new EV and mobility brand called Mobilize[198] and showed a prototype for a small Twizy-style[199] EV called the EZ-1.[200][201][202] Renault Group also invested into a start-up company Verkor, that should develop EV batteries and about in 2026 build a gigafactory in France.[203]
By 2025, the yearly output of 400,000 electric vehicles is planned.
Eco²
[edit]
In 2007 Renault introduced a new line of eco-friendly derivatives marked eco² that were based on production platforms. A minimum of 5% recycled plastic was used and the vehicle's materials were 95% reusable. Eco²'s CO2 emissions were not to exceed 140g/km, or would be biofuel compatible.[204] At the 2008 Fleet World Honours, Renault received the Environment Award. The chairman of Judges, George Emmerson, commented, "This was the most hotly contested category in the history of the Fleet World Honours, such is the clamour for organizations' green credentials to be recognised. There were some very impressive entries, but the panel felt that Renault's impressive range of low-emission vehicles was the most tangible, and the most quantifiable.[205]
R-Link
[edit]
The R-Link infotainment system, developed by Renault and the CCETT labs during the 1980s,[130] produced with TomTom and fitted in Renault's vehicles, was ranked first in a user accessibility study performed by an independent consulting British company SBD. R-Link received 85% of the users' satisfaction, whereas the second "big five" automotive maker got a 10% lower satisfaction from the users.[206][207][unreliable source?][relevant?]
Autonomous vehicles
[edit]
Renault plans to introduce autonomous vehicle technology by 2020. The company unveiled a prototype, the Next Two (based on the Zoe), in February 2014.[208]
Vehicle design
[edit]
Design
[edit]
"Pre-design" era
[edit]
During its early years, Renault only manufactured the cars' chassis, while the bodywork was completed by coachbuilders. The first car with Renault's bodywork was the "Taxi de la Marne" introduced in 1905.[209] Most Renault-made bodyworks were simple and utilitarian until the Reinastella unveiling in 1928. In the 1930s, Renault developed streamlined cars such as the Viva Grand Sport. In the 1950s, the company worked with Ghia designers.[210]
Renault Styling
[edit]
In 1961, with the assistance of the independent designer Philippe Charbonneaux (responsible for the R8), the company created Renault Styling as a design department, led by Gaston Juchet since 1963.[210][211] In 1975, Robert Opron was named chief designer[211] and Renault Styling was divided into Interior, Exterior and Advanced Design groups.[209]
In the 1960s, an in-house computer-aided design (CAD) computer-aided manufacturing (CAM) system called UNISURF was introduced, led by Pierre Bézier (who popularised Bézier curves and worked at Renault from 1933 until 1975).
Industrial Design Department
[edit]
In 1987, Renault named Patrick le Quément as chief designer[212] and created the Industrial Design Department to replace Renault Styling. The new division incorporated a new management system, with more technology and personnel. Renault gave it the same importance as Engineering and Product Planning, participating in product development.[209][211]
Le Quément was responsible for bold designs such as the Mégane II and the Vel Satis,[213] giving Renault a more coherent and stylish image.[214] In 1995, Design and Quality were merged under le Quément's direction.[209][212] Later, the new department moved to Guyancourt's Technocentre, which also became the base for Engineering and Product Planning. The group was organised in three sections: Automobile Design; Truck, LCV and Bus Design; and Concept Cars and Advanced Design. During the next years, satellite centres opened in Spain (1999), Paris (2000), South Korea (2003), Romania (2007), India (2007),[209][211] Brazil (2008)[215] and China (2019).[216]
At the end of 2009, le Quément was replaced by Laurens van den Acker,[212] who introduced the "cycle of life" concept to Renault's design.[217]
Engineering and Product Planning
[edit]
Most of Renault engineering was decentralised until 1998, when the Technocentre became the main Renault's engineering facility.[67][218] Satellite centres exist, including Renault Technologies Americas (with branches in Argentina, Brazil, Chile, Colombia and Mexico), Renault Technologies Romania (branches in Morocco, Russia, Slovenia and Turkey) and Renault Technologies Spain (branch in Portugal).[219] As of 2013 , Renault's engineering section had over 6,500 employees worldwide, of which 34% were engineers and 63% technicians.[220] Engine development is in charge of a specific division, Renault Powertrains, with nearly 65 engineers.[221] Overseas engineering is increasing and research and design teams are in charge of adjusting existing vehicles to local needs and budgets.[222]
As of 2014 , Engineering, and Product Planning, are directed by Gaspar Gascon Abellan[223] and Philippe Klein[224] respectively.
Technocentre
[edit]
The Renault Technocentre ( French pronunciation: [ʁəno tɛknɔˈsɑ̃tʁ]) is the main research and development facility. It is located in Guyancourt. It covers 150 hectares (370 acres)[225] and integrates all departments involved in developing products and industrial processes (design, engineering and product planning) as well as supplier representatives. The Technocentre gathers more than 8,000 employees[226] and comprises three main sections: The Advance Precinct, The Hive and the prototype build centre. The Advance Precinct, a stepped structure surrounded by a lake, has design studios and other departments related to early design stages. The Hive is the tallest structure and includes research and engineering facilities dedicated to the development process of new vehicles. The prototype build centre is an extension of The Hive. The three main structures are accompanied by smaller technical buildings.[218]
The Technocentre was one of the first enterprises to have real-time life-size 3D modelling systems.[227]
Renault Tech
[edit]
Renault Tech is a division of Renault Sport Technologies, headquartered in Les Ulis. It was established in 2008 and is in charge of modifying cars and vans for special purposes (mobility cars, driver's school cars, and business fleets).[228][229]
Subsidiaries and alliances
[edit]
Subsidiaries
[edit]
Regional marques
[edit]
Dacia
[edit]
Main article: Automobile Dacia
In 1999, Renault acquired a 51% controlling stake from the Romanian-based manufacturer Automobile Dacia, which was later increased to 99.43%.[231] As part of the Renault group, Dacia is a regional marque of entry-levels cars focused on Europe and Northern Africa which shares various models with the Renault marque.[232]
Renault Samsung Motors
[edit]
Main article: Renault Korea
Renault acquired the car division of Samsung on 1 September 2000 in a $560 million deal for 70%,[233] eventually increasing its stake to 80.1%.[234] The majority of the company's (renamed as Renault Samsung Motors) production at its Busan plant is exported under the Renault badge.[235] In April 2024, after being renamed Renault Korea Motors and then Renault Korea, the company unified its marketing with the Renault marque and became an assembly subsidiary.[236]
RCI Banque
[edit]
Main article: RCI Banque
RCI Banque is a wholly owned subsidiary that provides financial services for Renault marques worldwide and Nissan marques in Europe, Russia and South America.[237][238]
Renault Retail Group
[edit]
Renault Retail Group is Renault's wholly owned automobile distributor for Europe.[239] In 1997, the French branches were merged to establish the subsidiary Renault France Automobiles (RFA). In 2001, it served as the basis for Renault Europe Automobiles (REA), which managed sales in Europe.[240] In 2008, the company adopted its current name.[241] Renault Retail Group operates in France, Austria, Belgium, the Czech Republic, Germany, Italy, Luxembourg, Poland, Portugal, Spain, Switzerland, and the United Kingdom.[239]
Manufacturing subsidiaries
[edit]
French factories
[edit]
Manufacturing subsidiaries outside France
[edit]
Alliances
[edit]
Renault–Nissan–Mitsubishi
[edit]
Main article: Renault–Nissan–Mitsubishi Alliance
For many years, Renault had a 43.4% stake in Nissan, thereby giving it effective control de jure, and Nissan held a 15% stake (with no voting rights) in Renault.[253] As of November 2023 Renault owns 15% shares with voting rights. It has more shares in a French trust which it can use for voting in a few limited situations.[125]
As well as sharing engines and joint-development of zero-emissions technology, Nissan increased its presence in Europe by badging various Renault van models such as the Renault Kangoo/Nissan Kubistar, Renault Master/Nissan Interstar and the Renault Trafic/Nissan Primastar. Some passenger cars have also been badge-engineered, such as the Renault Clio-based Nissan Platina in Brazil. The "Renault Production System" standard used by all Renault factories borrowed extensively from the "Nissan Production Way" and resulted in Renault productivity improving by 15%. The alliance led to the loss of 21,000 jobs, and the closure of three assembly and two powertrain plants.[254]
In March 2010 the Renault-Nissan alliance opened its first joint facility in Chennai, India, investing 45 billion rupees (US$991.1 million).[255] The facility builds the Nissan Micra. The Renault Fluence and Renault Koleos are intended to be assembled there from completely knocked-down units. As a result of opening its own factory, Renault ended its five-year Mahindra Renault joint venture with Mahindra & Mahindra company to make and sell the Renault Logan in India.[256]
Renault–Nissan–Mitsubishi and Daimler alliance
[edit]
On 7 April 2010 Ghosn and Daimler AG CEO Dieter Zetsche announced a partnership between the three companies.[257] Daimler acquired a 3.10 per cent stake in Renault-Nissan and Renault and Nissan each took a 1.55 per cent stake in Daimler.[258]
Geely alliance
[edit]
Main articles: Renault Korea and Horse Powertrain
In January 2022, Renault and Chinese manufacturer Geely signed an agreement by which Renault's South Korean subsidiary, Renault Korea Motors, would produce vehicles based on Geely Compact Modular Architecture platform,[259][260] initially intended for the domestic market. In December 2022, Geely acquired a 34% stake of Renault Korea through capital increase as part of their partnership, although the company would continue to be majority owned by Renault and a consolidated subsidiary of it.[261][262]
In May 2024, Renault and Geely established a joint venture holding aimed at producing powertrains, including internal combustion engines (ICE) and hybrid systems.[263] The venture dates back to an agreement between the two companies in November 2022.[264] Both Geely and Renault were set to transfer their intellectual property for ICEs and hybrid systems to the venture holding, and plans to supply engines to Dacia (part of Renault Group), Volvo, Lynk & Co, Proton (part of Geely)[265] as well as Nissan and Mitsubishi Motors from the Renault–Nissan–Mitsubishi Alliance.[266]
American Motors
[edit]
In 1979, Renault entered into an agreement with American Motors Corporation (AMC) to sell cars in the US.[267] A year later, Renault acquired a 22.5% interest in AMC.[268] This was not the first time the two companies had worked together. In the early 1960s, Renault assembled CKD kits and marketed Ramblers in France.[269] In 1982, Renault increased its stake in AMC to 46.4%.[270] The Renault Alliance/Encore (a modified version of the Renault 9 and 11) entered production in the US, but following AMC's continued decline, Renault withdrew from the US in 1987 and sold its share to Chrysler.[271]
Proposed alliances
[edit]
On 30 June 2006, the media reported that General Motors convened an emergency board meeting to discuss a proposal by shareholder Kirk Kerkorian to form an alliance with Renault-Nissan. However, GM CEO Richard Wagoner felt that an alliance would disproportionately benefit Renault's shareholders and that GM should receive compensation accordingly. Talks between GM and Renault ended on 4 October 2006.[272]
In 2007, Renault-Nissan entered talks with Indian manufacturer Bajaj Auto to develop a new ultra-low-cost car along the lines of the Tata Nano.[273] Renault's existing partner in India, Mahindra, was not interested in the project. The proposed joint venture did not come to fruition and in late 2009 the companies announced that Bajaj would develop and manufacturer the vehicle and supply Renault-Nissan with completed cars.[274]
On 7 October 2008 a Renault executive said the company was interested in acquiring or partnering with Chrysler.[275] On 11 October 2008, the New York Times reported that General Motors, Nissan and Renault had all been in discussions over the past month with Chrysler's owner Cerberus Capital Management about acquiring Chrysler.[276]
In May 2019, Fiat Chrysler Automobiles proposed merging its business with Renault.[277] The proposal was later withdrawn.[278]
Awards
[edit]
Renault models have won the European Car of the Year award seven times :
1966: Renault 16[279]
1982: Renault 9[280]
1991: Renault Clio[281]
1997: Renault Scénic[282]
2003: Renault Mégane II[283]
2006: Renault Clio III[284]
2024: Renault Scenic E-Tech
Renault cars have won numerous national-level awards in Spain, Australia, Ireland, the United States,[59][285] Denmark, and elsewhere. Renault and its Dacia subsidiary have won three "Autobest" car of the year awards for the Duster, Logan, and Symbol models.[286]
Under the patronage of the Italian Ministry of Culture, in the 2016 edition of the Corporate Art Awards Renault received by pptArt the award for its Art Collection that inspired the creativity of its car designers.[287]
Marketing and branding
[edit]
Renault markets its products under five marques: Renault, Lada, Dacia, Renault Samsung Motors, and Alpine.[288]
Renault badge
[edit]
Renault's first badge was introduced in 1900 and consisted of the Renault brothers' intertwined initials. When the company started mass production in 1906, it adopted a gear-shaped logo with a car inside it. After World War I the company used a logo depicting an FT tank. In 1923 it introduced a new circle-shaped badge, which was replaced by the "diamond" or lozenge in 1925.[289] The lozenge of Renault means a diamond that expresses the brand's firm desire to project a strong and consistent corporate image.[290]
The Renault diamond logo has been through many iterations.[289] To modernise its image, Renault asked Victor Vasarely to design its new logo in 1972. The transformed logo maintained the diamond shape. The design was later revised to reflect the more rounded lines of the brand's new styling cues.[291] The current badge has been in use since 1992.
The logo for web and print use was updated three times thereafter. In 2002 a more realistic representation inside a yellow rectangle was made which is still used as the Renault Trucks logo albeit in red. In 2004 the logo received the Renault Identité typeface. In 2007, Saguez & Partners produced a version with the wordmark and logo inside a square.[289][292]
In April 2015, Renault introduced new designs to differentiate the company from the product brand, as part of the 'Passion for life' campaign. The new brand logo replaced the yellow background with a yellow stripe. A new typeface was also introduced. A corporate logo was unveiled at the 2015 Annual General Meeting, incorporating Renault, Dacia and Renault Samsung Motors.[293][294]
January 2021 saw the introduction of a new flat diamond logo alongside the Renault 5 Prototype electric concept car. The logo received so much positive feedback that Renault officially introduced the new symbol as their logo in March 2021, according to Renault's design director Gilles Vidal, who joined the group in 2020. They plan to introduce the new diamond on many online platforms in June 2021 and the first model with the new logo featured will be revealed in 2022.[295]
The yellow associated with the company appeared initially in the diamond badge of 1946, when Renault was nationalised.[289][290]
Logo of Renault from 1923 to 1925
Logo of Renault from 1925 to 1946
Logo of Renault from 1946 to 1959
Logo of Renault from 1959 to 1971
Logo of Renault from 1971 to 1972 (This logo was not used because it is considered as a copy of the logo of the company Kent)[296][297]
Logo of Renault from 1972 to 1981 (Vasarely Logo)
Logo of Renault from 1981 to 1992
Logo of Renault from 1992 to 2004
Logo of Renault from 2004 to 2007
Logo of Renault from 2007 to 2015
Logo of Renault from 2015 to 2021 (still used as a badge)
Logo of Renault since 2021
Groupe Renault logo up to 2021 (as distinct from the Renault diamond used for the brand)
Renault Group logo from 2021 onwards
Typeface
[edit]
Renault MN
[edit]
Both the Renault logo and its documentation (technical as well as commercial) historically used Renault MN, a custom typeface developed by British firm Wolff Olins. This type of family is said to have been designed mainly to save costs at a time where the use of typefaces was costly.
A retail version of the font family was sold by URW++ as Renault.[298]
Renault Identité
[edit]
In 2004, French typeface designer Jean-François Porchez was commissioned to design a replacement. This was shown in October of that year and was called Renault Identité.[299] The OpenType font family was developed from the Renault logotype created by Éric de Berranger.[300][301]
Helvetica
[edit]
Since 2007, as part of the Saguez & Partners revamp, all graphic advertising makes use of Helvetica Neue Condensed.[302]
Renault Life
[edit]
The Renault Life font family was built by Fontsmith Limited, based on the foundry's FS Hackney font family.[304]
The family consists of six fonts in three weights (Life, Regular, and Bold) and one width, with complimentary italic.
L'Atelier Renault Paris
[edit]
Renault's flagship showroom, L'Atelier Renault ( French pronunciation: [latəlje ʁəno]), is located on the Champs-Élysées in Paris, with other manufacturers such as Peugeot, Citroën and Toyota. It opened in November 2000, located on the site of Pub Renault, which operated from 1963 until 1999. The first Renault venue at the location was the Magasin Renault in 1910, a pioneering car showroom.[305][306]
L'Atelier features a Renault Boutique as well as regular exhibitions featuring Renault and Dacia cars. An upmarket restaurant is located on the second floor, looking out onto the Champs-Élysées. The ground floor can hold up to five exhibitions at any one time. As of March 2009, 20 million visitors had visited L'Atelier Renault.[307][308][309]
Renault Classic
[edit]
Main article: Renault Classic
Renault Classic is a department within Renault that seeks to collect, preserve and exhibit notable vehicles from the company's history. Originally named Histoire & Collection, the collection was assembled in 2002 and its workshops formally opened on 24 April 2003.[310]
Music
[edit]
Throughout the 1980s and 1990s, Renault's European advertising made extensive use of Robert Palmer's song "Johnny and Mary".[311] Television advertisements initially used Palmer's original version, while a range of special recordings in different styles were produced during the 1990s, most famously the acoustic interpretation by Martin Taylor that he released on his album Spirit of Django.
Renault has sponsored films as an advertising technique since 1899. A Renault Voiturette Type A, driven by Louis Renault, appeared in one of the Lumières' early films.[312][313] Between 1914 and 1940, the company commissioned a series of documentary films to promote its industrial activities.[314] Renault also backed some films set in Africa during the 1920s to promote the reliability of its products on tough conditions.[313] Since 1983, the company sponsors the Cannes Film Festival[315] and it has also sponsored other festivals as the Venice Film Festival, the Marrakech Film Festival[316] and the BFI London Film Festival.[317]
Through its foundations and institutes, Renault funds projects around the world that focus on: education through scholarships,[318] road safety[319] and diversity.
See also
[edit]
Tanks in France
References
[edit]
Further reading
[edit]
Cocks, Brian (March–May 1992). "A Question of Capacity". Air Enthusiast. No. 45. pp. 58–59. ISSN 0143-5450.
Cuq, Benjamin (October 2013). Le livre noir de Renault [The Renault's Black Book] (in French). Paris: First Éditions. ISBN 978-2-7540-5229-0.
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Renault to Slash Jobs by 8 Percent
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2020-05-29T00:00:00
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The French carmaker said it would close assembly lines and abandon China as sales plunge. Other carmakers are expected to take similarly harsh measures.
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FRANKFURT — About eight million people around the world earn their living making cars and trucks. It’s becoming clearer that not all of them will come out of the pandemic with jobs.
The French carmaker Renault announced an emergency cost-cutting plan on Friday that is likely to serve as a grim template for an industry that was in deep trouble even before the coronavirus brought sales nearly to a standstill.
Renault said it would cut nearly 15,000 jobs worldwide, or about 8 percent of its work force, and pull out of China. The company also vowed a drastic reduction in production as it tries to deal with “the major crisis facing the automotive industry.”
Renault has been hit hard by the pandemic. Its sales in the European Union, the company’s most important market, fell almost 80 percent in April, when dealerships were closed and most buyers were not leaving their homes.
“It’s not just Renault,” said Peter Wells, director of the Center for Automotive Industry Research at Cardiff University in Wales. “There are too many factories, too many models, too many dealers. A crisis like this is ruthless in exposing the vulnerabilities of these companies.”
Nissan, Renault’s partner in a global automaking alliance, said Thursday that it would close factories in Indonesia and Spain as it reduces the number of cars it produces by a fifth. The announcement came after Nissan reported a loss for the fiscal year ending in March of 671 billion yen, or $6.3 billion.
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Smooth, fast, cross-cutting: what is Renault Group’s shared governance all about?
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Q&A with Arnaud Quintin, VP Head of Organisation and Transformation, and Matthieu Willot, VP Human Resources, to discuss and answer our questions on Renault Group's shared governance. What is unique about Renault Group’s new governance? ARNAUD QUINTIN: The rapid rise of electric vehicles and the adv
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ARNAUD QUINTIN: The rapid rise of electric vehicles and the advent of disruptive technology has forced the automotive industry to undergo a profound transformation that has affected both our products and the way we organise our business. As such, we created entities that reflect each market segment: electric vehicles, premium, and so on. The idea being that we play different ‘sports’, each with its own business model, each with its own requirements in terms of funding and partners. In other words: create a brand-new ecosystem where expertise is shared among entities as fluidly as possible. That is the underlying principle of the Group’s governance. It will help us adapt to our rapidly changing industry.
MATTHIEU WILLOT: In the past, the DNA of Renault Group was built on a ‘do-it-yourself’ culture. In a little over a decade, that has all changed with the arrival of a number of partnerships with companies ranging from Verkor (for EV battery production) to Google . While the Group was once a giant block, the Group’s brands ( Alpine , Dacia , Mobilize , Renault ) have become the company’s key drivers under the keen guidance of CEO, Luca de Meo .
A. Q. : People will continue to do the same job with the same responsibilities, however the Smooth, fast, cross-cutting: what is Renault Group’s shared governance all about? Governance 34 way we work will change to encourage smoother collaboration between teams. For example, cars made at Ampere will incorporate a number of modules made by Renault Group outfits. This means putting in place new ways to help entities work together.
M. W. : Governance and a corporate culture go hand in hand. With the Group being reshuffled into smaller subsets, teams are going to become more specialised (on EV, for example). We are moving away from the pyramid structure. That comes with a number of implications: we will be able to work faster and adopt a more entrepreneurial mindset to grow business. This is much in the same vein as the Trophée Frères Renault that we inaugurated two years ago as a way to acknowledge disruptive inventions made by Group employees that brought about considerable progress and change.
A. Q. : Innovation lies at the heart of the current change. We are going to have to be fast and agile when making decisions. We have to work as a team. We are going to help employees embrace the new mindset through workshops, training sessions and the like, held throughout 2023. Teams have a lot of questions about changes the Group has seen over the past two years. We have to show just how hopeful we are for the future beyond 2024; what we are doing right now is simply extraordinary! It’s revolutionary! Unheard of in the automotive industry! You can’t bring about such change in just a few months… not even in a year!
M. W. : In terms of HR, we are providing a lot of training modules, and focussing on bolstering our Group identity and a feeling of belonging. The idea being that, in the future, we will have a common corporate bedrock so every entity in the Group will fall under the same Group identity and HR policy. The Group policy will help people shift from one entity to the other, and make future change easier to bring about, while leaving entities their own level of autonomy and business specialisation. Negotiations are underway and have already started to bear fruit in terms of comprehensive healthcare, insurance, seniority, pay… We also want employees to share more in the company’s success thanks to the employee shareholder programme [the Group would like to have employees account for 10% of all shareholders by 2030, editor’s note]. We offered free shares and contribution matching, which were met with strong uptake. I get a strong feeling people are embracing it, they want things to improve.
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