Pressiteade
Thedifficulties encountered by the Group, the major crisis facing the automotiveindustry and the urgency of the ecological transition are all imperatives thatare driving the company to accelerate its transformation.
The draftplan will strengthen the company's resilience by focusing on cash flowgeneration, while keeping the customer at the centre of its priorities. It isbased on a more efficient approach to operational activities and rigorousmanagement of resources.
Beyond this,the draft plan aims to lay the foundations for Groupe Renault’s long-termdevelopment. In France, the Group would be organized around strategic business areaswith a promising future: electric vehicles, LCVs, the circular economy and highvalue-added innovation.
These major regionalcentres of excellence based in France would be at the heart of the Group'srecovery. In Flins and Guyancourt, the Group would reorganise its activities.
If Groupe Renault plans to make the necessary workforce adjustments toenable a return to profitable and sustainable growth, it is committed toensuring that they are carried out through exemplary dialogue with socialpartners and local authorities.
This workforce adjustment project would be based on retraining measures,internal mobility and voluntary departures. It would be spread over three yearsand would concern nearly 4,600 posts in France, to which would be added thereduction of more than 10,000 other positions in the rest of the world.
"I haveconfidence in our assets, our values and in the management of the company tosucceed with the envisaged transformation and to return our Group to its fullvalue by deploying this plan. The planned changes are fundamental to ensure thesustainability of the company and its development over the long term. It iscollectively and with the support of our Alliance partners that we will be ableto achieve our objectives and make Groupe Renault a major player in theautomotive industry in the years ahead. We are fully aware of ourresponsibility and the planned transformation can only be achieved with respectfor all our Group's stakeholders and through exemplary social dialogue," said Jean-Dominique Senard, Chairman of the Board ofDirectors of Renault.
"In a context ofuncertainty and complexity, this project is vital to guarantee a solid andsustainable performance, with customer satisfaction as a priority. Bycapitalizing on our many assets such as the electric vehicle, by capitalizingon the resources and technologies of Groupe Renault and the Alliance, and byreducing the complexity of development and production of our vehicles, we wantto generate economies of scale to restore our overall profitability and ensureour development in France and internationally. This project will enable us tolook to the future with confidence," added Clotilde Delbos, interim ChiefExecutive Officer of Renault.
Theproject includes the following main elements:
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·Optimization of production saving approximately €650 million
oAcceleration of plant transformation through thegeneralization of Industry 4.0
oProcess improvement in new engineering projects:accelerating digitalization and "design to process".
oRight sizing of industrial capacities:
·Global production capacity revised from 4 millionvehicles in 2019 to 3.3 million by 2024 (Harbour reference).
·Adjustment of production headcount.
·Suspension of planned capacity increase projects inMorocco and Romania, study of the adaptation of the Group's productioncapacities in Russia, study of the rationalization of gearbox manufacturingworldwide.
·In France, four working hypotheses for optimizing theproduction will be the subject of in-depth consultation with all stakeholders,in particular the social partners and local authorities:
▪Renault is launching a consultationprocess on the Douai and Maubeuge plants to study the creation of an optimizedcentre of excellence for electric vehicles and light commercial vehicles innorthern France.
▪Open reflection on the reconversionof the Dieppe plant at the end of the production of the Alpine A110.
▪In Flins, the creation of a circulareconomy ecosystem on the site, including the transfer of Choisy-le-Roi'sactivities.
▪At the Fonderie de Bretagne, Renaultis launching a strategic review.
·Increased efficiency of support functions, approximately€700 million
oOptimization of general and marketing costs:digitalization to optimize marketing costs, rationalization of the organizationand reduction of costs related to support functions, etc.
·Refocusing activities for a better allocation ofresources
This refocusing on the Group's core businessthrough a change in its scope would concern in particular:
oPart of the RRG integrated distribution network in Europe.
oThe transfer of Groupe Renault's stake in Dongfeng Renault AutomotiveCompany Ltd (DRAC) in China to Dongfeng Motor Corporation and the cessation of Renault branded passenger car combustion engine activities inthe Chinese market.
These plans will be presented to employee representative bodies inaccordance with applicable regulations.
The estimated cost of implementing this plan is in the order of €1.2 billion.
