17.04.2014 Views

2005 ANNUAL REPORT - Renault

2005 ANNUAL REPORT - Renault

2005 ANNUAL REPORT - Renault

SHOW MORE
SHOW LESS

Create successful ePaper yourself

Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.

Financial announcements in 2006<br />

<strong>Renault</strong> shareholders<br />

February 9<br />

<strong>2005</strong> results and mid-term business plan<br />

April 24<br />

First-quarter 2006 revenues<br />

May 4<br />

Annual General Meeting<br />

May 15 Dividend payment (1)<br />

July 27<br />

First-half 2006 results<br />

October 25<br />

Third-quarter 2006 revenues<br />

(1) Depending on the date proposed by the Board of Directors, subject to approval of the Annual General Meeting on May 4, 2006.<br />

Risk management<br />

Market capitalization – <strong>Renault</strong> placed seventh worldwide<br />

in automobile manufacturing<br />

<strong>Renault</strong> makes it a constant priority to control all the risks<br />

its operations and plans entail, including financial,<br />

operational and legal risks.<br />

Risk management is an integral part of the Group's<br />

operational management, while its partners Nissan and<br />

Volvo take responsibility for this in their own businesses.<br />

It is organized on the basis of dual responsibilities.<br />

• At corporate level, the Risk Control unit within the Audit<br />

Department defines appropriate methods on the basis<br />

of a structured overview, identifying and mapping<br />

risks to allow effective monitoring and prevention.<br />

• The entities in charge of major business processes<br />

implement the guidelines defined at corporate level<br />

and identify their know-how and experts needed<br />

to assess and rank risks as well as offer solutions<br />

for their limitation.<br />

Illustrating this approach, special care is taken for risk<br />

relating to:<br />

• internationalization, in particular in connection with<br />

financial risks within each country and foreign<br />

exchange risk from trade with emerging-market<br />

countries;<br />

• product and product quality, particularly as regards<br />

user safety and customers' understanding of complex<br />

functions;<br />

• suppliers, which means monitoring their financial<br />

positions as well as their compliance with environmental<br />

and HR standards;<br />

• the environment, allowing for the impact of both plant<br />

operation and vehicle design;<br />

• information systems as regards reliability and security.<br />

(e billion)<br />

50<br />

40<br />

30<br />

20<br />

10<br />

0<br />

158.2<br />

44.7 44.4<br />

38.7<br />

24.8<br />

Shareholder information<br />

Mail:<br />

Investor Relations - 27-33 Quai Le Gallo, 92512 Boulogne-Billancourt Cedex, France.<br />

E-mail: communication.actionnaires@renault.com.<br />

Telephone:<br />

Interactive voice response system: 0 800 650 650 (toll-free in France) and +33 (0)1 76 84 59 99.<br />

<strong>Renault</strong> group employee shareholders hotline: +33 (0)1 76 84 33 38 / +33 (0)1 76 84 31 74.<br />

Consult all our documents and watch live broadcasts of major Group events (AGM, earnings<br />

releases):<br />

Website: www.renault.com/Finance.<br />

To register your <strong>Renault</strong> shares in bearer form:<br />

BNP PARIBAS - Securities Service - Actionnariat <strong>Renault</strong>, Immeuble Tolbiac, 75450 Paris Cedex 09,<br />

France - Tel.: +33 (0)1 40 14 89 89.<br />

21.5<br />

19.6 18.3<br />

Toyota Honda Daimler Nissan BMW Hyundai <strong>Renault</strong> VW Volvo Ford<br />

Chrysler Motor AB<br />

1 2 3 4 5 6 7 8 9 10<br />

Source: Reuters<br />

On the basis of a share price of 568.90, <strong>Renault</strong>'s market capitalization stood at 519.6 billion<br />

at December 31, <strong>2005</strong>, compared with 517.5 billion a year earlier.<br />

16.8<br />

11.8<br />

<strong>2005</strong> <strong>Renault</strong> Annual Report<br />

19

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!