Renault CEO Luca de Meo plans to current his turnaround plan for the automaker on Jan. 14. The Italian government desires a “revolution” on the French firm, so he’s calling his plan “Renaulution.”
De Meo describes the important thing factors of the restructuring to the automaker’s executives and worker representatives in an inner paper of a number of pages. The paper was obtained by Automobilwoche, a German language affiliate of Automotive Information.
De Meo had already outlined the primary key factors of the restructuring in an interview with Automotive News Europe in November. Now the inner paper makes the general idea extra tangible.
Listed below are some key factors:
De Meo’s prime precedence is value financial savings. He doesn’t give any concrete figures, however he desires to keep away from parallel developments and know-how fields that aren’t instantly usable. Earlier than de Meo’s arrival as CEO in July, Renault had already introduced its objective of saving round 800 million euros ($975 million) per yr in improvement and reducing 1,500 jobs.
Downsizing product vary
De Meo desires to cut back Renault’s broad vary of services and products by round 30 p.c. For example, he cites the actions of PSA Group CEO Carlos Tavares at Opel, which has discontinued a number of unprofitable mannequin strains.
De Meo desires the discount of mannequin strains to occur with out the automaker dropping gross sales or market protection. That is more likely to be very tough as a result of customers have been spoiled with an increasing number of derivatives and sub-derivatives in recent times, and rivals will exploit any gaps in Renault’s product lineup.
Compact phase focus
De Meo plans to focus much more than earlier than on the high-volume and high-margin C (compact) phase. “The C-segment is the middle of gravity in our providing,” he says within the inner paper. “I am not afraid to say that we are able to obtain a 25 p.c to 30 p.c improve in transaction costs on this phase by 2025.”
The goal of the autos that Renault sells needs to be to generate income, to not create quantity, he says. Below former Renault-Nissan chairman Carlos Ghosn, increased quantity was the central constructing block for the corporate’s success. The credo was: extra quantity equals extra synergies equals a greater aggressive place. Rising transaction is a core a part of Tavares’s success in turning round PSA.
Worldwide ambitions scaled again
Renault will chorus from overly formidable world plans. “Our geographic growth has not produced the anticipated outcomes,” de Meo says. “In a extremely unstable surroundings, markets such because the Eurasia area and Latin America haven’t delivered the returns we had hoped for.”
Nonetheless, de Meo doesn’t wish to hand over China, regardless that Renault was the final main automaker into the market and up to now has not come near fulfilling its goal to be a quantity vendor. Renault’s presence in China should be re-invented by means of new enterprise fashions, relying extra on robust partnerships.
Renault should as soon as once more develop extra improvements by itself and be much less depending on provider innovations, de Meo says. “You need to carry again creativity and experience at Renault. You need to let the engineers work as a substitute of letting them handle packages,” he says.
De Meo desires to attract up a 10-year plan to reorganize the automaker’s improvement actions. That is to be intently linked to improvement at Nissan to keep away from parallel developments and create extra technological synergies.
New enterprise areas
Renault ought to cowl all the world of cellular providers, not simply constructing autos. De Meo has a selected goal: “From 2026, we could have 20 p.c to 30 p.c of our actions in fields that now not have something to do with conventional automotive manufacturing,” he says. Particularly, de Meo mentions the areas of economic know-how, fleet administration, cybersecurity, round economic system and high-tech developments outdoors the automotive world.
Renault is not going to abandon or weaken its alliance with Nissan and Mitsubishi. Nonetheless, any joint initiatives should be “extra concrete and exact,” de Meo says. There are “magical initiatives” beneath improvement, he says, with out giving any particulars.
Says de Meo: “If we separate the three members of the alliance from one another, we shall be transferring straight into the second league of automobile producers. I’m due to this fact decided to do every part I can to make sure the success of the alliance.”