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Renault-Nissan Alliance Recognises Its 10-Year Anniversary

TOKYO/PARIS March 27, 2009: Signed on March 27, 1999, the Renault-Nissan Alliance has

built a unique business model that has created significant value for both companies. For 10 years,

employees at Renault and Nissan have worked as partners with attitudes of mutual respect and

company pride while keeping separate brands and corporate identities.

“From the beginning, the Alliance has been based on the premise of trust and the pursuit of

strategies aimed at profitable growth,” says Carlos Ghosn, President and CEO of Renault and

Nissan. “We continue to honour these principles, even as we are continually adapting to the

current operating environment, which is severe. The Alliance is equipping Renault and Nissan

not only to survive the global financial and economic crisis, but to be in a better position to

compete effectively after this crisis ends.”

Key indicators illustrate benefits the Alliance has delivered to both companies:

Profitability and market capitalisation The Alliance has led to greatly increased profitability and market capitalisation for both

companies, from 1999 until the current global economic and financial crisis.

In terms of market capitalisation, Renault’s more than tripled, growing from 8.4 billion euros to

27.6 billion euros. Renault ranked sixth in the car industry in 2007, compared to its eleventh-

place ranking in 1999. Over the same period, Nissan’s market capitalisation quadrupled, from 9

billion yen to 34.2 billion yen. The company ranked at fifth position in 2007, compared to tenth

in 1999.

The average operating profit for the period of 1999 to 2007 increased significantly compared to

the period of 1990 to 1999. Operating profit was multiplied by five for Renault, from 442 million

euros to 2.126 million euros, and multiplied by eight for Nissan, from 79.6 billion yen to 636.1

billion yen.

Cash contribution Initially, Renault made a cash contribution of 6.4 billion euros to Nissan. Nissan has since

contributed more than 11 billion euros to Renault’s bottom line. There has been a substantial

exchange of cash, capital, profit and dividends between the two companies.

Ten achievements in 10 years of the Alliance

1/ Sales Combined sales increased from 4,989,709 units in 1999 to 6,090,304 (without Avtovaz sales) in

2008.

2/ Renault-Nissan Purchasing Organisation (RNPO) scope is 100% RNPO is the Alliance’s largest common organisation, negotiating on behalf of Renault and

Nissan. From April 1, 2009, its joint purchasing activities will account for 100% of Alliance

purchases, compared to a scope of 30% at its creation in 2001.

3/ Common platforms and common parts Shared platforms and common parts (parts that are not visible to the customer such as gearboxes

or air-conditioning systems) are tools used by the Alliance to make economies of scale and

reduce development and production costs.

The common platforms, namely the B platform (notably Nissan Tiida/Versa and Renault Clio)

and C platform (notably Renault Mégane/Scénic and Nissan Qashqai), represented more than

50% of the vehicles sold by Renault and Nissan globally in 2008.

4/ Exchanges of powertrains and common powertrains To capitalise on the powertrain expertise of both partners (Renault for diesel and Nissan for

gasoline), the Alliance co-developed common engines and gearboxes, including a six-speed

manual gearbox and a new V6 diesel engine. The Alliance also exchanges existing engines or

gearboxes – for example, the Nissan 3.5-litre gasoline engine for Renault Laguna and Renault

1.5-litre diesel engine for Nissan Qashqai). In total, eight engines are commonly used.

5/ Expansion of the portfolio of advanced technologies Renault and Nissan are cooperating on strategic fields of research and advanced engineering.

Renault and Nissan have a common technology plan based on four common pillars: Safety,

Environment-CO2, Life-on-Board and Dynamic Performance.

Concerning zero-emission technology, Renault and Nissan are focusing on electric vehicles: so

far, nearly 20 agreements have been signed with governments and corporations to launch the first

electric vehicle in 2010 and to mass market a full range of electrical vehicles in 2012.

6/ Manufacturing standardisation The Renault Production System (RPS), the standard used by all the Renault plants, borrowed

extensively from the Nissan Production Way. Since it has been implemented, Renault

productivity has improved by 15 percent.

Using the best practices of Renault and Nissan, the Alliance partners have developed the

Alliance Common Process or Alliance Integrated Manufacturing System (AIMS), which will

initially be used at greenfield sites in India (Chennai) and Morocco (Tangier).

7/ Cross production Within the Alliance, each company has the opportunity to use the manufacturing capacities of its

partner. Today, Renault’s plants produce Nissan vehicles in Korea (Almera Classic) and Brazil

(Livina), whereas Nissan assembles Renault vehicles in South Africa (Sandero), Mexico (Clio)

and Spain (Trafic).

8/ Global footprint Due to geographical complementarities, Renault and Nissan cover key markets on all continents.

Renault’s historical territories are Europe, North Africa and South America; Nissan’s major

markets are Japan, North America, Mexico, China and the Middle East. Since 2005, Renault and

Nissan have been entering new territories together, such as India, in order to expand their global

footprint.

9/ Expansion of product line-ups The Alliance has contributed to the expansion of product line-ups. Nissan has increased its LCV

range in Europe by badging Renault products: Renault Kangoo/ Nissan Kubistar, Renault

Master/ Nissan Interstar, Renault Trafic/ Nissan Primastar. On Renault side, Koleos has been

designed by Renault but developed by Nissan and is using advanced Nissan 4x4 technology.

10/ Cross-cultural management As a global industrial and economic actor, the Renault-Nissan Alliance built a unique experience

in multi-cultural management at all levels. Each year, more than 30 teams with Renault and

Nissan employees from all regions and functions work together to identify synergies and best

practices. Thousands of people with cross-cultural experience have been in collaboration since

the beginning of the Alliance.

“We are proud of all we have achieved in the past 10 years,” says Carlos Ghosn, “and we are

looking forward to realising even more of our potential in the future. Leveraging our partnership

fully in the Alliance, we will be taking further steps to deepen synergies between Renault and

Nissan that will contribute to the profitable growth of each company.”

The Renault-Nissan Alliance will announce the complete list of synergies (as announced in

February) in May 2009.