2007 Interactive Registration Document - Renault

VEHICLE DESIGN AND DEVELOPMENT PROCESS
Some results, particularly pollutant and CO 2 emissions, are used for vehicle
type approval.
Supplier reports on the materials and substances used in parts delivered are
tested in several ways:
n
n
n
the Quality Assurance process implemented by Renault and Nissan;
indicators on the quantitative monitoring of responses using a computer
program that locates reports in the parts documentation system;
two checks of a more qualitative nature when designers receive the parts
and when the parts plans are signed.
CO 2 emissions have become a key concern for the company. In 2007, this issue
became part of the remit for all engineering departments. To meet the new
target of 120g of CO 2 per km, the Group’s powertrains must be signifi cantly
upgraded (downsizing, automatic transmission, stop and start, etc.). It will
also be necessary to upgrade the vehicle as a whole through cross-functional
management (weight, aerodynamics, rolling resistance, frictional drag, electrical
management, thermomanagement) or through complementary measures (more
effi cient air-conditioning systems, tire pressure control system, indicator for
effi cient gear changing, cruise control, speed limiter, etc.).
ENVIRONMENTAL MANAGEMENT IN THE SUPPLIER CHAIN
Renault’s strategy vis-à-vis its suppliers is founded on long-term relationships,
the involvement of suppliers in projects at a very early stage of development,
and the institution of a common language and common working methods.
The environment is an essential issue, requiring the involvement of the entire
supplier chain. Since the end of the 1990s, Renault has sought to convey the
importance of eco-design and life cycle management to tier-one and lower-tier
suppliers. Recycling, substance management and the preparation of REACH
(Registration, Evaluation, Authorisation and Restriction of CHemicals) are now
an integral part of the Sustainable Development Plan of the Purchasing function
(see c hapter 3.3.2.2).
✦ Global Reporting Initiative (GRI) Directives
SUSTAINABLE DEVELOPMENT 03
ENVIRONMENTAL PERFORMANCE
Looking beyond standards and processes, Renault is gradually rolling out a
process for mapping supplier environmental risks: self-assessments, inspections
of supplier sites by quality experts, external audits by specialist fi rms.
The objective is to ensure continuous progress in the supplier chain through
action plans.
ENVIRONMENTAL MANAGEMENT IN THE PRODUCTION
PHASE
Rather than teaching environmental experts all about production processes,
Renault has decided to teach its departments and employees about ecology
through a network structure. The industrial network covers all Renault’s
industrial sites and the production departments comprise around 300 people
in 14 countries and 42 sites and subsidiaries.
This management approach is original in that it is based on a cross-functional
drive to improve the exchange of information and skills between members
of the network. In consequence, Renault is able to implement actions or
technologies that allow all those involved in environmental issues to move
forward together.
In 2007, the Environment and Risk Prevention network integrated the test
laboratory. The aim is to take maximum advantage of the synergies existing
between these fi elds and thus to improve the sustainable development approach
implemented on sites.
Cross-functional environmental tools
The environmental progress and risk prevention policy is supported by crossfunctional
tools:
n
n
< TABLE OF CONTENTS >
management of French and international environmental regulations;
Ecorisques – an expert system that identifies the most significant
environmental impacts and the danger potential of installations to be
addressed as a priority in each plant’s environmental action plan;
01
02
03
04
05
06
07
08
Registration Document Renault 2007 105