Case study: Renault
- Management analysis
- Organization and government
- Control tools
- Human resources
- Financial analysis
- Short-term solvency
- Asset management
- Report form analysis
- Report cover
- Report inside
Since Carlos Ghosns arrival as the head of Renault in 2005, there were many innovations in the strategies of Renault. These changes are implemented in the 2009 contract. Three directions are given:
Quality (Laguna III in the top 3 in quality of product and services).
Profitability (operating margin of 6 % in 2009)
Growth (800.000 sales of vehicles in 2009).
Currently, Renault has difficulty in selling its products in the European zone and at the same time, it launches new products. We can say it is a period of change.
Created in 1898 by Louis Renault, Renault became in January 1945 a nationalized industry and the company's name was changed to "Regie Nationale des Usines Renault?. Since 1990, French State gets only 15 % in Renault parts. Then Renault made an alliance with Nissan in 1999.
[...] Nevertheless we know that it currently is a difficult period for Renault which has difficulties to sell cars in Europe. CR (Current Ratio) = CA (Current Assets ) / CL (Current Liabilities ) CA CL CA CL CA CL b. Long term The Total Debt Ratio gives an indication of the management ability to forecast future dispenses and then to make growth. We note that Renault business has on average 0.7 in debt for every euros on assets. We can say this business is in good health and, better, it improves year by year. [...]
[...] C / Asset Management D / Profitability E / Market 3 / Report form analysis A / Report Cover B / Report Inside Conclusion References 1 / Renault management A / Organization and Government In 2006, Renault Corporate is constituted by 128.893 employees working everywhere in the world (Europe / Asia / Africa / Euro med / Americas). How does Renault Corporate manage the whole thing? Which tools are used? Renault Corporate 18 members compose the Renault Board of Directors: - 13 directors are appointed by the Annual General Meeting of Shareholders; - 3 directors are elected by employees; - 1 director is appointed by the Annual General Meeting of Shareholders on the recommendation of employee shareholders. [...]
[...] Renault's approach to evaluating working conditions includes: Assessing risks in terms of safety and ergonomics; Involving management, employees and their representatives in these issues; Adopting a proactive approach to HR management, particularly for new projects and in countries where Renault is newly present. Using management guidelines and internal and external experts, the various Group sites are audited to verify that the working conditions policy has been implemented correctly. Where this is the case, the ?Renault Safety and Working Conditions Management System? seal of approval is awarded for a renewable period of three years; it can be revoked in the case of subsequent non-compliance. [...]