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Renault Group is moving into high gear, turning the success story of the Renaulution
plan into a success system that is both sustainable and global.
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With the new strategic plan futuREady, the Group is seeking to maintain its growth dynamic and
become the reference European carmaker.
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futuREady revolves around the product and the customer experience, technological innovation and operational excellence. At the same time, it is based on a strong
commitment to employees, suppliers, dealer networks and partners.
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The product remains
front and centre
of this strategy. Renault Group will launch 36 new models between
now and 2030, accelerating electrification and also its international line-up.
·
Over the medium
term, Renault Group
aims to generate
consistently robust and resilient financial
results, with a Group operating margin of between 5% and 7% of revenue and an Automotive free cash flow superior or
equal to €1.5 billion per year on average.
Boulogne-Billancourt : “futuREady, our new strategic plan, is a crucial step in the future of Renault Group. In an environment that is even more competitive, we can build on solid fundamentals: our brands, our products and our financial results.
Since my appointment as CEO last July, we
have been working with the
whole team worldwide to develop a plan that will set the Group on the path to robust and sustainable performance, whatever
the challenges ahead. Nine months on, I take great pride in what we have achieved
together, set out in our futuREady vision.
The plan
is based on four pillars. First, growth and products. We plan to launch 36 new models
between now and 2030 and substantially transform the customer experience during the lifetime
of our vehicles. Second, we will accelerate our technological roadmaps for all key technologies. We will also set highly ambitious goals for operational performance, with the widespread use of AI.
Finally,
we will be implementing this plan collectively, as we have done for over 127
years. I am referring here first
to our employees, but also to our dealers, partners
and suppliers.
Together, through futuREady, we will show that we are here for the long term and we will become the reference for the European
automotive industry on the global stage.”
François Provost, CEO of Renault Group
From success story
to success system
In a
global environment
of growing
volatility and
increased competition,
Renault Group
is building on strong
foundations to approach
the next cycle.
Renaulution, the strategic plan launched in 2021, has placed the Group back among Europe’s leading
car manufacturers thanks to:
·
clear, complementary brand
positioning.
·
a value-oriented strategy, underpinned by an ambitious program
of product renewal:
32 new launches in five years with models
that are seen as highly
desirable.
With futuREady, Renault Group is seeking to become the reference European carmaker at a
global level, building on four fundamental pillars: growth ready, tech ready, excellence ready and trust ready.
To achieve this, the Group
is maintaining a strong base in Europe,
using its platforms to hone its competitive
edge and develop products that are even more closely aligned with customer expectations.
Moreover, it is stepping
up the pace with a targeted
approach in its growth hubs – India, South America and South
Korea – all of which will
contribute to its expansion
“ Becoming
Europe’s reference carmaker
means setting the ambition to design and produce in Europe
products that are best in class in terms of desirability, technology and competitiveness.
In an
increasingly competitive environment, this means combining performance and
innovation with resilience and robust strength. This is what futuREady is all about.
At Renault Group,
we know where
we come from.
Today, we know
where we want
to go, how
and who with.
And all of this to better serve our customers, ultimately delivering clean, affordable mobility tailored to their needs,
based on the strength of our brands
and vehicles”.
François Provost, CEO of Renault Group
The futuREady plan, four cornerstones for sustainable growth
ü
Growth ready : continue the product offensive and place the customer experience at the heart of what we do
Renault Group's
aim is to successfully complete its second product
offensive, with 22 new models
in Europe including 16 electric, and 14 models
on international markets.
RENAULT
·
Renault brand will accelerate its growth through
three main drivers:
o 
Strengthen brand potential in Europe with 12
product launches.
o
Widespread the electrification
of the range: maintaining hybrid
technology in Europe after 2030, developing it internationally, and expanding its all-electric offering with a new platform.
o Step up its international offensive with 14 product launches.
·
By 2030, the brand is aiming
for:
o 
Over 2 million vehicles sold every year, half outside Europe.
o 100% electrified sales in Europe and 50% outside Europe.
DACIA
·
Dacia will continue to gain momentum,
applying the same fundamentals and the same philosophy:
o
Deploy the most competitive offering based on price,
cost and value
for customers.
o
Accelerate electrification to reach two-thirds of sales in 2030.
o
Continue its offensive in the C segment, which
will account for one-third of sales in 20301 ;
o
Build on its recognised expertise
in 4x4 systems, the Group E-Tech hybrid and its leadership in LPG vehicles.
·
By 2030, the brand will
have shifted towards
electric mobility, increasing the number of electric
vehicles in its range from one to four.
ALPINE
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Alpine will pursue its
growth strategy by:
o
Launching the next generation of its iconic model, the A110, based on the Alpine Performance Platform - APP.
o
Building on the A290 and A390 models
to attract new
customers.
o
Developing even more
exclusive and personalised offerings through limited
series such as the A110 R Ultime.
The customer
experience will play a key role in the strategy
deployed by the three brands, as part of the product
offensive and throughout the lifecycle of the vehicle. It will become a major
driver of differentiation and loyalty. Every stage in the
lifetime of the cars sold must
provide strong perceived value for our customers
and also become a source of revenue optimisation or profit for the Group
1.one-fifth today
and its dealer network,
whether we’re talking
about new vehicles, aftersales, used vehicles,
financing with
our captive MFS
– Mobilize Financial Services – or energy.
Our ambition
is to take full advantage of the potential offered by the 2nd and 3rd life of the vehicles,
seeking to achieve a customer loyalty
rate of 80% over a ten-year cycle by 2030 and the positioning
of our brands
among the top three in terms of customer satisfaction.
The
technological transformation associated with this approach also aims to
modernize our distribution
system. It will notably include the implementation of a program called software‑defined retail, based on the digitalization of
commercial processes and on the vehicle’s digital twin, which is expected to increase
efficiency and target
a 20% reduction in costs.
ü Tech ready : making technology a driver of growth and technical/economic edge
Electrification,
software, digital technology and platforms are the key technological drivers
that will enable the Group to compete
with the best carmakers.
Engineering plays a key role in developing these technologies. In this area, the Group makes full use
of in-house expertise
and with our suppliers.
·
First priority: prepare the next generations of C-segment electric
vehicles with the aim of delivering the highest standards of
efficiency, and therefore the best range/cost ratio. To achieve this,
Renault Group will be supported by its new RGEV
medium 2.0 electric platform.
o
Featuring
an 800 volts electric
architecture delivering
an ultra-fast
charging in as a
little as
10-minutes by 2030, this modular platform will accommodate a wide range of
models from the B+ to D segments. It will also have the versatility to accommodate
all body styles: saloon, SUV and even MPV.
o
In terms of energy integration, the battery will have a maximum fill
rate of 70%, with a cell- to-body design, 20% fewer parts and compatibility
with pouch, prismatic and blade cells. The
range will be on a par with the best: up to 750 km WLTP for an EV version and
up to 1,400
km with an EV Range
Extender, with emissions of under 25g
of CO₂/km.
o
With the centralised Software Defined Vehicle
(SDV)2 architecture, 90% of functions will be
updated by FOTA (Firmware Over The Air), halving the time required for
implementation. It will also be the
first carOS co-developed with the partner Google, based on Android. The next
step will be for the SDV to evolve towards the Artificial Intelligence
Defined Vehicle (AIDV), able to control infotainment, ADAS and the chassis, paving the way for the intelligent car.
This new platform will be developed
primarily in France and cut costs by 40% compared
with the current generation of electric vehicles.
·
While future C-segment vehicles based on this RGEV Medium
2.0 platform will feature this centralised SDV architecture, as will the new
Trafic Van E-Tech electric, Renault Group will continue to deploy its conventional electrical and electronic ‘Domain
Control’ architecture, in which vehicle functions are grouped by domain (ADAS, cockpit, etc.). Over the coming years, we
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2 Renault Group
will be the first European
car manufacturer to launch an SDV in Europe
will continue to develop
the competitiveness of this architecture, extensively proven in use and offering excellent value for money
·
At the same time, the Group will continue
to build on its dual expertise
in electric and hybrid
vehicles.
For electric
powertrains, the batteries will implement two types of chemistry, meeting
different customer requirements:
o
“High
energy density” chemistry for high-power and/or very long-range models.
Vehicles using this type of chemistry
will gradually switch
to the 800 volts architecture from 2028, to reach a fast-charging time of up to 10 minutes, depending on the planned
capacity of the European network
in 2030.
o
"Affordable" chemistry, for small cars and
standard-range versions. Vehicles in segments A-B will remain in 400 volts, with a
charging time of 20 minutes
in 2030. Note that the RGEV medium 2.0 platform can also deliver
a longer range with this type of “affordable”
chemistry, without sacrificing charging time, thanks
to its native 800 volts architecture and 10-minute charge.
o
The key component
in the electric drivetrain is the electric
motor. The Group plans to develop a third-generation rare-wound rotor motor (EESM)3 using no rare earths. With efficiency of 93% on the motorway
and 25% more power, this 275 hp motor will be developed and built in-house, and available in both
front and rear-wheel drive versions. Coupled with innovative, scalable “7-in-1”
power electronics, this motor will cost 20% less than the previous generation.
o
All technologies will
be developed in Europe for European markets
For hybrids (HEV),
Renault Group
will continue
to extend
its E-Tech
technology beyond
2030 with new versions under
150 hp. It will also deploy this technology outside Europe, with a significant
reduction in cost.
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To prepare
for the future,
the Group plans to step up the integration of new technologies in key areas, such as the intelligent cockpit
and chassis, new battery chemistries, in-wheel motors,
power electronics, software
and electronic architecture.
This dynamic will build on in-house expertise and strategic partnerships. Renault Group will continue to draw on the expertise of its international network of R&D centres to harness innovations and turn them into real breakthroughs.
ü Excellence ready: building
resilience and operational excellence
In an increasingly volatile
environment, Renault Group’s ambition is to compete with Chinese vehicle
manufacturers in terms of innovation, cost and speed. This means faster product development, based on a 2-year
cycle. All the Group's new projects are now developed with this objective.
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On the production side,
the company will
strengthen its operating model, which is already among
the world’s most efficient.
o
Renault Group will maximise
the use of data from its industrial metaverse, the digital twin of all its plants, allowing it to monitor all stages of production
and potential incidents in the field in real
time, anywhere in the world.
o
By using 30% fewer parts on average per vehicle and
deploying 350 new-generation humanoid robots for heavy work or low value-added tasks.
Thanks to AI, Renault Group
is aiming to halve downtime in its factories and cut
energy consumption by 25%, for globally a 20% reduction in production costs.
·
On the quality side, with 100% of key
manufacturing stages supervised by AI –
i.e. over 1,000 control points –
full traceability, a significantly faster response to alerts raised by the
sales network and the capacity to update its vehicles remotely in almost all
cases, Renault Group is once again4 deploying the means to reduce incidents by half from the first year of use and cut the number
of customer complaints by a factor
of three over
five years.
·
Another area of excellence within the Group
is the supply chain. With its three digital
control towers5, it will be able to
monitor potential risks in any flow
– plants, suppliers across the
entire value chain, the sales network or customers – in real time in order to
ensure business continuity and optimise overall flow with the aim of reducing logistics costs by 30%.
Agile,
resilient and even more efficient, Renault Group is making operational
excellence a daily reality
across the company, with a long-term commitment to its customers. The Group
will focus on performance in the management of variable costs and maintain
strict discipline on fixed costs,
with a strong emphasis
on productivity.
Deployed at all levels,
this operational rigour
will make it possible to reduce variable costs (COGS)
per vehicle by around €400 per year on average, entry tickets of new projects by up
to 40% compared to the previous generation, and while
keeping SG&A stable
over the medium
term.
Thus, Renault
Group will maintain
a stable cash fixed‑cost base over the medium term, enabling
prudent management of the
break-even point. R&D, Capex and supplier entry tickets spending will remain below 8% of the Group’s revenue.
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4 The Renaulution plan led to an
initial 50% reduction
5
Inbound control tower, outbound
control tower and business continuity plan
ü Trust ready: consolidating our commitment to stakeholders
·
For its workforce
of almost 100,000
employees, Renault
Group has decided
to make long-term investments in skills and support to strengthen the employability of the staff in a constantly
changing world. The Group's 9,000 managers are the cornerstones
of this strategy. They will receive support to help them better manage
their responsibilities in a complex
world.
·
With its suppliers, the Group is seeking to forge a spirit of partnership. This new way of working will enable
us to work on strategic
components and technologies in a relationship of trust and transparency over the long term.
Suppliers will be involved from the outset in projects encouraging innovation, fast development and cost reduction
·
With 9,000
sites worldwide and over 30 million transactions a year, the dealer network
is the main player in customer interaction and satisfaction for Renault Group. It is key to the transformation to create 'value' throughout the vehicle's life cycle. Digital
technologies and Artificial Intelligence will transform the customer
experience, allowing the dealer network to concentrate
on customer service.
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Finally, Renault Group is continuing to reinforce its recognised expertise in partnerships
gained
through
its strategic alliance with Nissan and Mitsubishi Motors. In Europe, the Group
will retain full industrial and technological independence and will remain open
to producing vehicles for other manufacturers using its know-how and
capacities. Internationally, it will continue to give priority to targeted agreements to accelerate its growth.
o
In Europe, the Group's competitive technologies and industrial capabilities are already attracting Nissan, Mitsubishi Motors,
Volvo Group (Renault
Trucks) and now Ford.
o
Internationally, India will become a true production and supply
centre, serving both local and global markets by
manufacturing a full range of Nissan models, in particular. In South Korea and South America,
the Group will continue to build on its partnership with
Geely.
o
Overall, the Group will build over 300,000
vehicles for these five manufacturers by 2030 in three continents.