2007 Interactive Registration Document - Renault

These two entities are free to accept or reject these proposals. Renault-
Nissan b.v.’s power of initiative ensures that the two partners harmonize their
policies.
These include :
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creation and scope of joint subsidiaries;
supplementary fi nancial incentive schemes;
signifi cant changes in scope, whether geographic or in terms of products,
for total amounts of $100 million or more;
strategic investments, i.e. investments other than product-related investments,
amounting to $500 million or more;
strategic cooperation between Nissan Motor Co., Ltd. or Renault s.a.s. and
other companies.
All other aspects relating to Renault s.a.s. and Nissan Motor Co., Ltd., whether
operational, commercial, fi nancial or labor-related, are managed independently
by each company and the corresponding decisions will be taken independently
by these companies’ respective governing bodies. The two companies retain
their autonomy of management, the identity of their respective brands, their
employee-representative bodies and their employees. They are also responsible
for their own results.
THE ALLIANCE BOARD
The role of the Alliance Board
The Alliance Board (AB) held its fi rst meeting on May 29, 2002. AB is the
decision-making body for all issues affecting the Alliance’s future, and meets
eight times a year.
Both Renault and Nissan continue to manage their business and perform
as two separate companies. The operational management of each group
remains in the hands of senior management accountable to their own Board
of Directors.
Alliance Board members
As of April 29, 2005, the Board is presided by Carlos Ghosn, CEO of Renault
and President and CEO of Nissan. The Alliance Board also includes three other
members from Renault (Patrick Pélata, Patrick Blain and Jean-Louis Ricaud)
and three from Nissan (Toshiyuki Shiga, Mitsuhiko Yamashita and Hidetoshi
Imazu).
The Alliance Board Meeting (ABM) focuses on strategic matters and is attended
by all the members of Renault’s and Nissan’s Executive Committees, the Alliance
Board secretary and heads of CEO Offi ces. Decisions taken at the meetings are
offi cially approved by the Alliance Board.
To ensure that both parties share the fruits of the Alliance’s performance,
the Renault-Nissan agreement provides for reciprocal grants of stock options
(or warrants, then Share Appreciation Rights, SAR, in the case of Nissan) to
members of the Alliance Board.
COORDINATION BUREAU
RENAULT AND THE GROUP 01
THE RENAULT-NISSAN ALLIANCE
A single representative of Renault and Nissan is responsible for the two Alliance
Coordination Bureau Offi ces in Paris (CBPO) and Tokyo (CBTO) which include
the support function of the Alliance Board Meeting (ABM), human resources
and communications.
The Coordination Bureau is tasked with the following missions:
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planning the agendas for and preparing the ABM;
providing functional support for the Steering Committees (SC), Cross-
Company Teams (CCT), Functional Task Teams (FTT) and Task Teams (TT);
centralizing and publishing recent and relevant information about the
Alliance;
assessing the workings of the Alliance, making occasional surveys and
reporting on changes;
managing the Alliance Steering Committees at Renault (RASC) and Nissan
(NASC), sharing information with the representatives of the Steering
Committees, CCTs, FTTs and TTs and drawing up clearly defi ned action
plans to implement the decisions taken by the ABM;
promoting the cross-functional visibility of the Alliance and joint actions
together with the Corporate Communications Departments at Renault and
Nissan.
The Alliance Coordination Bureau reports to the Alliance Board.
STEERING COMMITTEES (SCs )
The Steering Committees are tasked with defi ning the Alliance’s cross-functional
strategic operational priorities, submitting topics to the ABM that may be given
priority status in the agenda and coordinating the activities of the Cross-
Company Teams, Functional Task Teams and Task Teams that fall within the
scope of the Steering Committees. They take operational decisions that are not
within the scope of the CCTs, report on progress to the ABM and, wherever
necessary, seek arbitration on and/or confi rmation for decisions.
There are nine Steering Committees, each focusing on a different fi eld, that
support the CCTs and FTTs in the implementation of Alliance projects:
1. Planning 6. Support Functions
2. Product Development and Manufacturing 7. Asia, Africa and Middle East
3. Control and Finance 8. America
4. Sales and Marketing
5. Information Systems
9. Europe
✦ Global Reporting Initiative (GRI) Directives Registration Document Renault 2007 29
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