2007 Interactive Registration Document - Renault

01 THE
RENAULT AND THE GROUP
RENAULT-NISSAN ALLIANCE
RESEARCH AND ADVANCED ENGINEERING
Optimizing the allocation of resources
Renault and Nissan are co-operating in strategic fi elds of research and advanced
engineering in which they have common interests. This co-operation aims to
optimize the allocation of resources of both groups covering a broader range
of potential technical solutions and accelerating work to achieve technology
breakthroughs to bring new products to the market.
Renault and Nissan have a technology plan [T] which is composed of four
common pillars. These are Safety, Environment-CO 2, Life-on-Board and Dynamic
Performance. These four pillars determine the priority areas of investment for
key technologies and innovations.
By using their unique strengths and international market knowledge and
networks, the two groups are well positioned to increase their technological
portfolio and deliver innovative solutions to place the Alliance among the best
three automotive groups in key technologies.
Facing Environmental challenges
As part of Renault Commitment 2009, the company is pursuing an
environmental plan to reduce greenhouse gas emissions. This plan is based
on three commitments: to be one of the world’s top three carmakers for low
level emissions of CO to offer a range of models powered by biofuels such as
2,
bioethanol and biodiesel, and to develop a wide range of technologies, including
electric power, that are affordable for customers.
In December 2006, Nissan introduced Nissan Green Program 2010, a new
mid-term environmental action plan. Nissan is focused on three core areas
related to the environment: 1. Reducing CO 2 emissions, both from products as
well as from day-to-day corporate activities, 2. Reducing exhaust emissions,
and 3. Accelerating recycling efforts.
In order to realize these different yet comple mentary programs, the Alliance
is prepared to invest across a wide range of technologies, including Electric
Vehicles (EV), Fuel Cell, Hybrid technologies and improvement of current diesel/
gasoline engines or transmissions.
Taking an example for EV, Renault is leading the development of electric
powertrain and Nissan is taking the lead in battery development, aiming for
introduction in the next decade.
QUALITY
Alliance Quality Charter ✦
The Charter precisely defi nes the joint quality directives and procedures; it is
applied to all Alliance projects.
The Charter covers all the key quality processes: customer quality surveys,
Group quality targets, quality control in the development of new models,
production quality assurance, quality assurance of outsourced components,
service quality assurance (sales and after-sales), quality of technical progress,
and warranty policy and procedures.
The Charter brings Renault and Nissan closer together through the use of
common quality tools, such as Alliance Vehicle Evaluation System (AVES),
Alliance New Product Quality Procedure (ANPQP), Alliance Supplier Evaluation
System (ASES) and the defi nition of the parts per million (PPM) targets for parts
manufactured outside the Group. In particular:
ANPQP, a quality measurement system developed for suppliers, has been
extended to all new projects;
ASES is used to assess the controls and performance of suppliers and their
technical skills in the fi eld of quality.
Exchange of best practices
The Quality FTT has studied best practices in an effort to boost progress in
the realm of quality in both companies and to help achieve targets. The best
practices are sourced from Renault or Nissan (Japan, United States, Europe)
and are upgraded by both companies if necessary.
Both companies have been contributing to the Renault Quality Plan and the
Nissan Quality 3-3-3 since 2003.
Synergies
Renault and Nissan are improving together by developing common quality
synergies:
AEEP (Alliance Engineer Exchange Program). To contribute to the development
of the Renault-Nissan alliance Strategic Vision, the Quality FTT has set up
an Engineer Exchange Program on key topics;
breakthrough items for a better understanding of customer expectations
around the world:
. white books: gathering and sharing all information on market needs coming
from each company,
. AVES: development of AVES region by region to fi t market needs better,
. “JD Power” survey: improvement of the result prediction method.
PURCHASING
The Alliance has been able to make substantial cost savings by pursuing a joint
purchasing strategy and building a network of common suppliers.
Renault-Nissan Purchasing Organization (RNPO)
The Renault-Nissan Purchasing Organization (RNPO) was established in
April 2001 as the fi rst Alliance joint-venture company. RNPO initially managed
about 30% of Nissan’s and Renault’s global annual purchasing turnover.
By November 1, 2006, this percentage had increased to 75% and is now above
83%. The geographical scope of RNPO has been extended to all the regions
where Renault and Nissan have production activities in an effort to respond to
worldwide needs. As a joint Renault and Nissan procurement structure, RNPO
helps to improve purchasing effi ciency by using a global management system
for purchases coming within the scope of the Alliance, while local purchasing
departments work increasingly for both companies as a single purchasing
organization. A survey shows that suppliers strongly support RNPO as it brings
value to the business.
32 Registration Document Renault 2007
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