Renault also has other subsidiaries such asRCI Banque (automotive financing), Renault Retail Group (automotive distribution), andMotrio (automotive parts). Renault has various joint ventures, includingHorse Powertrain (engine development),Oyak-Renault (Turkish manufacturing),Renault Nissan Automotive India (Indian manufacturing), andRenault Korea (previously Renault Samsung Motors, South Korean manufacturing).Renault Trucks, previously known as Renault Véhicules Industriels, has been part ofVolvo since 2001.Renault Agriculture became 100% owned by German agricultural equipment manufacturerCLAAS in 2008.
The Renault corporation was founded on 25 February 1899 asSociété Renault Frères byLouis Renault and his brothersMarcel andFernand.[9][11] Louis was a bright, aspiring young engineer who had already designed and built several prototypes before teaming up with his brothers, who had honed their business skills working for their father'stextile firm. While Louis handled design and production, Marcel and Fernand managed the business.[12]
The first Renault car, theRenault Voiturette 1CV, was sold to a friend of Louis' father after giving him a test ride on 24 December 1898.[13]
1901 Voiturette Renault Type D Série B1911 Renault CC
In 1903, Renault began to manufacture its own engines; until then it had purchased them fromDe Dion-Bouton. The first major volume sale came in 1905 when Société des Automobiles de Place bought Renault AG1 cars to establish a fleet of taxis.[14] These vehicles were later used by the French military to transport troops duringWorld War I which earned them the nickname "Taxi de la Marne."[15] By 1907, a significant percentage of London and Paris taxis had been built by Renault.[14] Renault was also the best-selling foreign brand inNew York in 1907 and 1908.[16] In 1908 the company produced 3,575 units, becoming the country's largest car manufacturer.[14]
The brothers recognised the value of publicity that participation inmotor racing could generate for their vehicles. Renault made itself known through succeeding in the first city-to-city races held in Switzerland, producing rapid sales growth. Both Louis and Marcel raced company vehicles, but Marcel was killed in an accident during the 1903Paris-Madrid race.[17] Although Louis never raced again, his company remained very involved, includingFerenc Szisz winning the firstGrand Prix motor racing event[18] in aRenault AK 90CVin 1906.
Louis took full control of the company as the only remaining brother in 1906 when Fernand retired for health reasons.[12] Fernand died in 1909 and Louis became the sole owner, renaming the companySociété des Automobiles Renault (Renault Automobile Company).[9][14]
Renault fostered its reputation for innovation from very early on. At the time, cars were luxury items manufactured without assembly line advances. The price of the smallest Renaults at the time was 3000francs (₣); an amount equal to ten years pay for the average worker. In 1905, the company introducedmass production techniques andTaylorism in 1913.[19] In 1911, Renault visited Henry Ford at theHighland Park factory and adopted some of the manufacturing principles from his trip.[20]
Renault manufacturedbuses and commercial cargo vehicles in the pre-war years. The first realcommercial truck from the company was introduced in 1906.[21] Renault were also an important pre-war manufacturer ofaircraft engines. The firm entered the business in 1907 with the first of what would become a series ofair-cooled V8 engines.[22] In 1911 theRenault 90 hp became the world's firstV12 aircraft engine when it was exhibited at the Salon de l’Aéronautique at theGrand Palais inParis.[23]
During World War I, the company branched out intoammunition[14] andmilitary vehicles such as the revolutionaryRenault FTtank.[19] Production of aero engines also ramped up with additional licensed production of the firms' products being undertaken by various companies, includingRolls-Royce who got their start in the aircraft engine business producing a batch ofRenault 70 hp air-cooled V8s.[24][25] Renault's most successful aircraft engine was the300 hp 12Fe with around 5,300 built during the war.[22] The company's military designs were so successful that Louis was awarded theLegion of Honour for his company's contributions.[26] The company exported engines to American automobile manufacturers for use in such automobiles as theGJG, which used a Renault 26horsepower (19 kW) or 40 hp (30 kW) four-cylinder engine.[27]
Louis Renault enlarged Renault's scope after 1918, producingagricultural andindustrial machinery. The war from 1914 until 1918 led to many new products.[28] The first Renault tractor, the Type GP was produced between 1919 and 1930. It was based on the FT tank.[29] Renault struggled to compete with the increasingly popular small, affordable "people's cars," while problems with the United States stock market and the workforce slowed the company's growth. Renault also had to find a way to distribute its vehicles more efficiently. In 1920, Louis signed one of its first distribution contracts withGustave Gueudet, an entrepreneur fromAmiens, France.
The pre-First World War cars had a distinctive front shape caused by positioning theradiator behind the engine to give a so-called "coal scuttle"bonnet. This continued through the 1920s.[30] Only in 1930 did all models place the radiator at the front. The bonnet badge changed from circular to the familiar and continuing diamond shape in 1925. The practice of installing the radiator behind the engine against the firewall continued during the 1950s and 1960s on vehicles where the engine was installed longitudinally in the rear of the vehicle.
Renault introduced new models at theParis Motor Show, which was held in September or October of the year. This led to confusion about model years. For example, a "1927" model was mostly produced in 1928.
Renault cars during this time period had two model lines; the economy four-cylinder engine models that in the 1930s had the suffix "Quatre" and the luxury six-cylinder models that were sold with the suffix "-six", later becoming "Stella." For example, in 1928, when Renault produced 45,809 cars, its seven models started with a 6CV, a 10CV, theMonasix, 15CV, theVivasix, the 18/22CV and the40CV. Renault offered eight body styles. The longerrolling chassis were available tocoachbuilders. The smaller were the most popular while the least produced was the 18/24CV. The most expensive body style in each range was the closed car. Roadsters and tourers (torpedoes) were the cheapest.
The London operation was important to Renault in 1928. The UK market was quite large and North America also received exports for the luxury car market. Lifted suspensions, enhanced cooling, and special bodies were common on vehicles sold abroad. Exports to the US by 1928 had declined to near-zero from their high point prior to WWI. AType NM 40CV Tourer had a US list price of over US$4,600 ($84,235 in 2024 dollars[31]), about the same as aCadillac V-12,Packard Eight,Fiat 520, orDelahaye. Closed 7-seat limousines like theRenault Suprastella started at US$6,000 ($109,872 in 2024 dollars[31]).
Cars were conservatively engineered and built. TheRenault Vivasix, model PG1, was sold as the "executive sports" model beginning in 1927. Lighter weight factory steel bodies powered by a 3,180cubic centimetre (cc) six-cylinder motor provided a formula that lasted until theSecond World War.
"de Grand Luxe Renaults", those with awheelbase over 12-foot (3.7 m), were produced in small numbers in two major types – six- and eight-cylinder. The 1927 six-cylinder Grand Renault models NM, PI and PZ introduced the new three spring rear suspension that considerably aided stability that was needed since some vehicles surpassed 90 mph (140 km/h).
The straight 8-cylinderReinastella was introduced in 1929 and expanded to a range culminating in 1939Suprastella. Coachbuilders includedKellner,Labourdette [fr],J. Rothschild et Fils and Renault bodies. Closed car Renault bodies were often trimmed with interior woodwork by Rothschild.
Renault Viva Grand Sport andHélène Boucher. During the 1930s, Renault settled several speed world records with Caudron planes, thanks to its 6-cylinders engines and aerodynamic designs.[32]
In 1928, Renault introduced an upgraded specification to its "Stella" line. TheVivastella's and Grand Renaults had upgraded interior fittings and a small star fitted above the front hood logo. This proved to be a winning differentiator and in the 1930s all cars changed to the Stella suffix from the previous two alpha character model identifiers.
The Grand Renaults were built using a considerable amount ofaluminium. Engines, brakes, transmissions, floor and running boards and all external body panels were aluminium. Of the few that were built, many went to scrap to aid the war effort.
In 1931, Renault introduceddiesel engines for its commercial vehicles.[21]
Renault was one of the few French vehicle manufacturers that pursued the production ofaircraft engines after World War I. In the late 1920s, it attempted to produce a high-power military engine to compete with the AmericanPratt & Whitney units, which proved unsuccessful, although its civil engines achieved better results.[33]In the 1930s, the company took over the aircraft manufacturerCaudron, focusing its production in small airplanes,[33] acquired a stake inAir France and partnered to establish theairmail companyAir Bleu.[34] Renault Caudron airplanes settled several speed world records during the 1930s. Renault continued developing tanks as part of France's rearming effort, including theD1 and the FT's replacement, theR 35.[35]
During the late 1920s and early 1930s, Renault was surpassed byCitroën as the largest car manufacturer in France. Citroën models at the time were more innovative and popular than Renault's.[36] However, by mid-1930s the French manufacturers were hit by theGreat Depression. Renault could initially offset losses through its tractor, railroad and weaponry businesses, while Citroën filed forbankruptcy, and was later acquired byMichelin.[34] Renault became again the largest car manufacturer, a position it would keep until the 1980s.[34]
Renault was finally affected by theGreat Depression economic crisis in 1936. The company spun offCaudron and its foundry and aircraft engine divisions into related but autonomous operations, keeping its core automotive business.[34] Between 1936 and 1938, a series of labour disputes, strikes, and worker unrest spread throughout the French automobile industry.[37] The disputes were eventually quashed by Renault in a particularly intransigent way, and over 2,000 people lost their jobs.[37][38]
After theFrench capitulation in 1940,Louis Renault refused to produce tanks forNazi Germany, which took control of his factories. As Renault was manufacturing theRenault UE tank for the Allies, he producedtrucks instead. On 3 March 1942, the BritishRoyal Air Force (RAF) launched 235 low-level bombers at theÎle Seguin, Billancourt, Paris plant, the largest number aimed at a single target during the war.[39] 460 metric tons (450 long tons; 510 short tons) of bombs were dropped on the plant and the surrounding area, causing extensive damage along with heavy civilian casualties.[40] Renault resolved to rebuild the factory as quickly as possible, but bombardments continued a year later, on 4 April, this time delivered by the Americans, and on 3 and 15 September 1943.[40]
A few weeks after theLiberation of Paris, at the start of September 1944, the factory gates at Renault's Billancourt plant reopened.[40] Operations restarted slowly, in an atmosphere poisoned by plotting and political conspiracy.[40] In 1936, the Billancourt factory had been the scene of violent political and industrial unrest that had surfaced underLéon Blum'sPopular Front government. The political jostling and violence that followed liberation ostensibly reflected the rivalries betweencapitalist collaboration andcommunist resistance; many of the scores settled predated the invasion.[40]
Responding to the chaotic situation at Renault, a 27 September 1944 meeting of theCouncil of Ministers(fr) took place underde Gaulle's presidency. Postwar European politics had quickly become polarised between communists and anti-communists, and in France de Gaulle was keen to resistCommunist Party attempts to monopolise the political dividends available toresistance heroes: politically Billancourt was a communist stronghold. The government decided to "requisition" the Renault factories.[40] A week later, on 4 October,Pierre Lefaucheux, a resistance leader with a background in engineering and top-level management, was appointed provisional administrator of the firm, assuming his responsibilities at once.[40]
Meanwhile,provisional government accused Louis Renault of collaborating with the Germans. In the frenzied atmosphere of those early post-liberation days, with many wild accusations, Renault was advised by his lawyers to present himself to a judge. He appeared before Judge Marcel Martin, on 22 September 1944[40] and was arrested on 23 September 1944, as were several other French automobile-industry leaders.[40] Renault's harsh handling of the 1936–1938 strikes had left him without political allies and no one came to his aid.[38] He was incarcerated atFresnes prison where he died on 24 October 1944 under unclear circumstances,[41] while awaiting trial.[42][43]
On 1 January 1945, by de Gaulle's decree, the company was posthumously expropriated from Louis Renault. On 16 January 1945, it was formally nationalised asRégie Nationale des Usines Renault.[40] Renault's were the only factories permanently expropriated by the French government.[44] In subsequent years, the Renault family tried to have the nationalisation rescinded by French courts and receive compensation. In 1945, and again in 1961, the Courts responded that they had no authority to review the government's actions.[38]
In secrecy during the war, Louis Renault had developed therear engine4CV[46] which was subsequently launched under Lefacheux in 1946. Renault debuted its flagship model, the largely conventional 2-litre 4-cylinderRenault Frégate (1951–1960), shortly thereafter. The 4CV proved a capable rival for cars such as theMorris Minor andVolkswagen Beetle; its sales of more than half a million ensured its production until 1961.
TheDauphine sold well as the company expanded production and sales further abroad, including Africa and North America.[48] The Dauphine sold well initially in the US, although it subsequently became outdated against increased competition, including from the country's nascent domestic compacts such as theChevrolet Corvair. Renault also sold theRenault Caravelle roadster, which was called the Floride outside North America.
Renault then launched two successful cars – theRenault 4 (1961–1992), a practical competitor for the likes of theCitroën 2CV, and the rear-enginedRenault 8.[28] The largerRenault 10 followed the success of the Renault 8, and was the last rear-engined Renault. The company achieved success with the more modern and more upmarketRenault 16, a pioneeringhatchback launched in 1966, followed by the smallerRenault 6.
On 16 January 1970, the manufacturer celebrated the 25th anniversary of its 1945 rebirth as the nationalisedRégie Nationale des Usines Renault. The 1960s had been a decade of aggressive growth: a few months earlier, in October 1969, the manufacturer had launched theRenault 12, combining the engineering philosophy of its hatchbacks with the more conservative "three-box" design. The four-doorRenault 12 model slotted between theRenault 6 andRenault 16. The model was a success. 1970 was also the first year during which Renault produced more than a million cars in a single year, building 1,055,803.[51]
Renault 5 Turbo1972Renault 17TS coupeTheRenault Fuego won 8 consecutive championships in the ArgentinianTC 2000 touring car racing series between 1986 and 1993.
During the mid-seventies, the already broad-based company diversified into more industries and continued to expand globally, includingSouth East Asia. The energy crisis led Renault to again attempt to attack the North American market. Despite the Dauphine's success in the United States in the late 1950s and an unsuccessful assembly project inSaint-Bruno-de-Montarville, Quebec (1964–72), Renault began to disappear from North America at the end of the decade.
Renault acquired a controlling stake inAutomobiles Alpine in 1973, and over the decades, Renault developed a collaborative partnership withNash MotorsRambler and its successorAmerican Motors Corporation (AMC). From 1962 until 1967, Renault assembledcomplete knock down (CKD) kits of theRambler Classic sedans in its factory in Belgium.[53] Renault did not have large or luxury cars in its product line and the "Rambler Renault" was positioned as an alternative to theMercedes-Benz "Fintail" cars. Later, Renault continued to make and sell a hybrid of AMC'sRambler American andRambler Classic called theRenault Torino in Argentina (sold through IKA-Renault). Renault partnered with AMC on other projects, such as a rotary concept engine in the late 1960s.
In the late 1960s and 1970s, the company established subsidiaries inEastern Europe, most notablyDacia in Romania, andSouth America (many of which remain active) and forged technological cooperation agreements withVolvo andPeugeot,[54] (for instance, for the development of thePRVV6 engine, which was used inRenault 30,Peugeot 604, andVolvo 260 in the late 1970s).In the mid-1960s, Renault Australia was set up in Melbourne. The company produced and assembled models including the R8, R10, R12, R16, sporty R15, R17 coupes, R18, and R20. The unit closed in 1981 and the factory closed with LNC Industries taking over import and distribution of Renaults in Australia.[55]
When Peugeot acquired Citroën and formedPSA, the group's collaboration with Renault was reduced, although established joint production projects were maintained. Prior its merging with Peugeot, Citroën sold to Renault the truck and bus manufacturerBerliet[54] in December 1974,[56] merging it with its subsidiary Saviem in 1978 to createRenault Véhicules Industriels, which became the only French manufacturer of heavy commercial vehicles.[21][50] In 1976, Renault reorganised the company into four business areas: automobiles (for car andlight commercial vehicles or LCVs), finance and services, commercial vehicles (coaches and trucks over 2.5tonsGVW), and minor operations under an industrial enterprises division (farm machinery, plastics, foundry, etc.). In 1980, Renault produced 2,053,677 cars and LCVs. The cars at the time were the Renault 4, 5, 6, 7, 12, 14, 16, 18, 20, and 30; the LCVs were the 4, 5, and 12 Société and the Estafette. The company added 54,086 buses/coaches and trucks.[54]
In North America, Renault partnered withAmerican Motors Corporation (AMC), lending AMC operating capital and buying a minority 22.5% stake in the company in late 1979. The first Renault model sold through AMC's dealerships was the R5, renamed Renault Le Car.Jeep was keeping AMC afloat until new products, particularly theXJ Cherokee, could be launched. When the bottom fell out of thefour-wheel drive (4×4) truck market in early 1980, AMC was in danger of bankruptcy. To protect its investment, Renault bailed AMC out with cash – at the price of a controlling 47.5% interest.[57] Renault replaced some AMC executives, andJose Dedeurwaerder of Renault became President of AMC.[28]
The partnership resulted in the marketing of Jeep vehicles in Europe.[28] The Jeep XJ Cherokee may have been a joint AMC/Renault project since some early sketches of the XJ series were made in collaboration by Renault and AMC engineers (AMC insisted that the XJ Cherokee was designed by AMC personnel; even though a former Renault engineer designed the Quadra-Link front suspension for the XJ series).[58] The Jeep also used wheels and seats from Renault. Part of AMC's overall strategy was to save manufacturing costs by using Renault's parts and engineering expertise when practical. This led to the improvement of the venerableAMC inline six – a Renault/Bendix-based port electronicfuel injection system (usually calledRenix) transformed it into a modern, competitive powerplant with a jump from 110 to 177 hp (82 to 132 kW) with less displacement (from 4.2 to 4.0 litres). The XJC Cherokee concept, which was conceived in 1983 as a successor to the XJ series, was also a joint collaboration with AMC and Renault engineers until the design was inherited by theChrysler Corporation in late 1987 after Renault divested AMC – which debuted in 1989 as the Jeep Concept 1 (evolving into theJeep Grand Cherokee in April 1992).
The Renault-AMC marketing effort in passenger cars was unsuccessful compared to the popularity of Jeep vehicles. This was because, by the time the Renault range was ready, thesecond energy crisis was over, taking with it much of the desire for economical, compact cars. One exception was theRenault Alliance (an Americanised version of theRenault 9), which debuted for the 1983 model year. Assembled at AMC'sKenosha, Wisconsin plant,[57] the Alliance receivedMotor Trend's domesticCar of The Year award in 1983.[59] The Alliance's 72% US content allowed it to qualify as a domestic vehicle, making it the first car with a foreign nameplate to win the award. (In 2000,Motor Trend did away with separate awards for domestic and imported vehicles.) A surprising side effect of the AMC linkup was that Renault felt the effects of theArab League boycott of companies doing business with Israel, as AMC built Jeeps there under license. Plans to sell the Renault 9 in the Middle East were mothballed as a result.[60]
Introductions in the US during the 1980s included the Renault Alliance GTA and GTA convertible – an automatic-top convertible with a 2.0 L engine – big for a car of its class and theRenault Fuego coupé. The Alliance was followed by theEncore (US version of theRenault 11), an Alliance-based hatchback.[57] In 1982, Renault become the second European automaker to build cars in the US, afterVolkswagen. However, bland styling and poor product quality proved insurmountable.[61]
Eventually, Renault sold AMC toChrysler in 1987 after the assassination of Renault's chairman,Georges Besse byAction directe.[28] TheRenault Medallion (Renault 21 in Europe) sedan and wagon was sold from 1987 until 1989 throughJeep-Eagle dealerships. Jeep-Eagle was the division Chrysler created out of the former AMC. Renault imports ended after 1989. A completely newfull-sized 4-door sedan, theEagle Premier, was developed during the partnership between AMC and Renault. The Premier design, as well as its state-of-the-art manufacturing facility inBramalea, Ontario, Canada, were the starting point for the sleekLH sedans such as theEagle Vision andChrysler 300M.
In early 1979, as part of its attempts to expand into the US market, Renault bought a 20% stake in truck manufacturerMack.[62][63] The aim of this operation was to make use of the company's extensive dealership network to distribute light trucks.[64] In 1983, Renault increased its stake in Mack to 44.6%.[63][64] In 1987, it transferred the ownership of a 42% stake to Renault Véhicules Industriels.[65]
In the late 1970s and early 1980s, Renault increased its involvement in motorsport, with novel inventions such asturbochargers in itsFormula One cars. Renault's Head of Engines, Georges Douin, orchestrated the installation of turbocharged engines across much of the Renault range beginning in 1980. 10% of all turbocharged European cars in 1984 were Renaults.[66] The company's road car designs were revolutionary in other ways also – theRenault Espace was one of the firstminivans and was to remain the most well-known minivan in Europe for the next two decades. The second-generation Renault 5, the European Car of the Year-winningRenault 9, and the most luxurious Renault yet, the aerodynamic25, were all released in the early 1980s. At the same time, poor product quality damaged the brand. The ill-fatedRenault 14 may have been the culmination of these problems in the early 1980s.
1985Renault Espace, the first European multi-purpose vehicleRenault Twingo popularized the city car in Europe from 1992. Six years later, most of its rivals began to enter the city car market.
Renaults were somewhat successful on both road and track, including the 1984Espace launch, which was Europe's first multi-purpose vehicle, a dozen years before any competitor. However, Renault was losing a billion francs a month totaling ₣12.5 billion in 1984. The government intervened andGeorges Besse was installed as chairman; he set about cutting costs dramatically, selling many of Renault's non-core assets (Volvo stake,Gitane, Eurocar, and Renix), withdrawing almost entirely frommotorsports, and laying off many employees.[67] This halved the deficit by 1986, but Besse was murdered by the communistterrorist groupAction Directe in November 1986. He was replaced by Raymond Lévy, who continued Besse's initiatives, slimming the company enough that by the end of 1987, Renault was more or less financially stable. However, while Besse was convinced that Renault needed a presence in the North American market and wanted to push forward with restructuring AMC, Lévy, facing domestic losses from Renault at home, and losses from AMC in the US, along with the political climate that led to Besse's assassination, decided to sell AMC toChrysler that same year.
TheRenault 9, a small four-door family saloon, was votedEuropean Car of the Year on its 1981 launch. It sold well in France, but was eventually eclipsed by its sister vehicle, theRenault 11 hatchback, as the hatchback body style became more popular in this size of the car. TheRenault 5 entered its second generation in 1984 and continued to sell well. The long-runningRenault 18 was replaced by theRenault 21 early in 1986, adding a seven-seater estate badged as the Nevada or Savanna depending on where it was sold. Renault's top-of-the-range model in the 1980s was theRenault 25, launched at the end of 1983.
In 1990, Renault strengthened its collaboration with Volvo by signing an agreement that allowed both companies to reduce vehicle conception costs and purchasing expenses. Renault had access to Volvo's expertise in upper market segments and in return, Volvo exploited Renault's designs for low and medium segments. In 1993, the two companies announced their intention to merge operations by 1 January 1994 and increased their cross-shareholding. The French accepted the merger, while Volvo shareholders rejected it.[67]
A revitalised Renault launched successful new cars in the early 1990s, accompanied by an improved marketing effort on European markets,[67] including the 5 replacement, theClio in May 1990.[28] The Clio was the first new model of a generation that replaced numeric identifiers with traditional nameplates. The Clio was votedEuropean Car of the Year soon after its launch, and was one of Europe's best-selling cars in the 1990s, proving even more popular than its predecessor. Other important launches included the third-generationEspace in 1996 and the innovativeTwingo in 1992, the first car to be marketed as a city car MPV (multi-purpose vehicle). The Twingo was roomier than any prior cars of its size range. Twingo sales reached 2.4 million in Europe, even though the original was only built for (Continental)left-hand drive markets.[68]
Renault Scénic, awarded Car of the year in Europe in 1997 and the first[69] car to be marketed as a compact MPV, is the most popular MPV in Europe for 20 years.[69]
It was eventually decided that the company's state-owned status was a detriment. By 1994, plans to sell shares to public investors were officially announced.[67] The company wasprivatised in 1996.[28] This new freedom allowed the company to venture once again into markets in Eastern Europe and South America, including a new factory in Brazil and upgrades for its infrastructure in Argentina and Turkey. In December 1996,General Motors Europe and Renault began to collaborate in the development of LCVs, starting with the second generationTrafic (codenamed X83).[70]
Carlos Ghosn led Renault's cost cutting effort in 1998–2000.
Renault's financial problems were not all fixed by the privatisation, and Renault's president,Louis Schweitzer gave to his then deputy,Carlos Ghosn, the task of confronting them. Ghosn elaborated a plan to cut costs for the period 1998–2000, reducing the workforce, revising production processes, standardising vehicle parts and pushing the launch of new models. The company also undertook organisational changes, introducing alean production system with delegate responsibilities inspired by Japanese systems (the "Renault Production Way"), reforming work methods, and centralisingresearch and development at its Technocentre to reduce vehicle conception costs while accelerating such conception.[67]
After Volvo's exit, Renault searched for a new partner to cope with an industry that was consolidating. Talks withBMW,Mitsubishi,Nissan, PSA and others were held and yielded a relationship with Nissan, whose negotiations with Daimler had stalled.[71] Starting on 27 March 1999, the Renault–Nissan Alliance is the first of its kind involving a Japanese and a French company, includingcross-ownership. Renault initially acquired a 36.8% stake at a cost of £2.7 billion in Nissan, while Nissan, in turn, took a 15%non-voting stake in Renault.[72] Renault continued to operate as a stand-alone company, but with the intent to collaborate with its alliance partner to reduce costs. The same year, Renault bought a 51% majority stake of the Romanian companyDacia for £408.5 million,[73] thus returning after 30 years, in which time the Romanians had built over 2 million cars that primarily consisted of local versions of the Renault 8, 12 and 20. In 2000, Renault acquired acontrolling stake of the newly formed South KoreanSamsung Group's automotive division for £59.5 million.[74]
In Japan, Renault was formerly licensed byYanase Co, Japan's premier seller of imported cars. However, as a result of Renault's purchase of an interest in Nissan in 1999, Yanase cancelled its licensing contract with Renault in the spring of 2000, and Nissan took over as the sole licensee, hence sales of Renault vehicles in Japan were transferred fromYanase Store locations toNissan Red Stage Store locations.
In the late 1990s and early 2000s, Renault sold various assets to finance its inversions and acquisitions,[75] refocusing itself as a car and van manufacturer. In 1999, the company sold itsindustrial automation subsidiary, Renault Automation, toComau and its engine parts division to TWR Engine Components.[75] In 2001, Renault sold its 50% stake in bus/coach manufacturerIrisbus to co-ownerIveco and itslogistics subsidiary, CAT France, to Global Automotive Logistics.[75] Following the sale of Renault Véhicules Industriels to Volvo in 2001, the company retained a minority (but controlling) stake (20%) in the Volvo Group. In 2010 Renault reduced its shareholding to 6.5% and in December 2012 sold its remaining shares.[76] In 2004, Renault sold a 51% majority stake in its agricultural machinery division, Renault Agriculture, to CLAAS. In 2006, CLAAS increased its ownership to 80% and in 2008 took full control.[77]
TheRenault Avantime three-door MPV showcases Renault's distinctive design in early 2000s.
In the twenty-first century, Renault developed a reputation for distinctive, outlandish design. The second generation of theLaguna andMégane featured ambitious, angular designs that turned out to be successful, The 2000 Laguna was the second European car to feature"keyless" entry andignition.[78] Less successful were the company's more upmarket models. TheAvantime, a uniquecoupémulti-purpose vehicle, sold poorly and was quickly discontinued while the luxuryVel Satis model also disappointed. However, the design inspired the lines of the second-generation Mégane, the maker's most successful car. As well as its distinctive styling, Renault was to become known for its car safety by the independent company Euro NCAP[79] Thus, in 2001, the Laguna achieved a five-star rating,[79] followed in 2004 by theModus,[80] and acquired control ofAvtoVAZ in 2008.[81]
In April 2010, Renault–Nissan announced an alliance with Daimler. Renault supplied Mercedes-Benz with its brand new 1.6-litreturbo-diesel engine and Mercedes-Benz provided a 2.0 litre four-cylinder petrol engine to Renault–Nissan.[82] The resulting new alliance was to develop a replacement for theSmart based on the Twingo.[83]
In February 2010, Renault opened a new production factory nearTangier, Morocco, with an annual output capacity of 170,000 vehicles.[84] Initially, it manufactured theDacia Lodgy andDacia Dokker models followed in October 2013[85] by the second generationDacia Sandero. The output capacity increased to 340,000 vehicles per year with the inauguration of a second production line.[86] The site is located in a dedicatedfree trade area, neighboring Tanger Automotive City.[87] According to Renault, the new factory emits zero carbon and industrial liquid discharges.[88] Over 100,000 vehicles were produced there in 2013. Renault expects to eventually increase production at the Tangier plant to 400,000 vehicles per year.[89]
In the 2010s, Renault increased its efforts to gain market share in the Chinese market. In 2013, it formed a joint venture withDongfeng Motor Group named asDongfeng Renault, based on a failed previous venture with the Chinese company Sanjiang.[90] In December 2017, it signed an agreement withBrilliance Auto to create a new joint venture (Renault Brilliance Jinbei) aimed at producing light commercial vehicles and minivans under the Renault,Jinbei andHuasong marques.[91] In December 2018, Renault announced it would acquire a "significant" stake inJMCG's electric vehicle subsidiaryJMEV.[92] In July 2019, Renault took a 50% majority stake from JMEV through capital increase.[93] In April 2020, Renault announced it planned to withdraw from the Dongfeng Renault venture, transferring its stake to Dongfeng.[94]
In December 2012, the Algeria's National Investment Fund (FNI), theSociété Nationale de Véhicules Industriels (SNVI), and Renault signed an agreement to establish a factory near the city ofOran, Algeria, with the aim of manufacturing Symbol units from 2014 onwards. The production output was estimated at 25,000 vehicles. The Algerian State has a 51% stake in the facility.[95][96]
In September 2013, Renault launched its brand in Indonesia, the world's fourth most populous country, with the aim of becoming one of the top European brands there until 2016. The model range at the time of the launch consisted of theDuster (locally assembled), theKoleos and theMégane RS.[97] Later, theClio and theCaptur were also added.[98]
In April 2015, theFrench government upped their stake in Renault from 15% to 19.73% with the aim of blocking a resolution at the next annual general meeting that could reduce its control over the company.[99] In 2017, the government sold back shares and returned to a 15% stake as agreed with Renault.[100]
During 2016, Renault changed position on the viability of small (B-segment) diesel cars in Europe, as they become significantly more expensive when re-engineered to comply withnew emissions regulations as a result of theVolkswagen emissions scandal. Renault believes that all small and some mid-size (C-segment) will no longer be diesels by 2020.[101] However, on Friday, 13 January 2017, Renault shares fell as theParis prosecutor started an investigation into possible exhaust emissions cheating.[102][103] The company later recalled 15,000 cars foremission testing and fixing.[104][105][106] Renault, along with several other automobile companies, has been accused of manipulating the measurement equipment forNOx pollution from diesel cars. Independent tests carried out by the German car clubADAC proved that, under normal driving conditions, diesel vehicles, including theRenault Espace, exceeded legalEuropean emission limits for nitrogen oxide (NOx) by more than 10 times.[107][108][109] Renault denied any foul play, stating compliance with French and European standards.[110]
In November 2018, Renault's CEO Ghosn was arrested by Japanese officials for allegedly underreporting his Nissan's salary, following an internal review conducted by the Japanese company. Renault traded shares fell more than 15% after the arrest was known.[111] After Ghosn's arrest, thechief operating officer and company deputy chiefThierry Bolloré became the acting CEO and the board director Philippe Lagayette the acting chairman.[112] In January 2019, following Ghosn's resignation, Renault announced it had appointedJean-Dominique Senard as chairman and the acting CEO Bolloré as CEO.[113] In October 2019, Bolloré was fired and replaced by Renault'sCFOClotilde Delbos as acting CEO. Bolloré said his dismissal was a "coup" by Senard.[114] In January 2020, Renault announced it had named ItalianLuca de Meo as its new CEO, with him taking his post on 1 July. Delbos was named as his deputy.[115]
COVID effects, company and Alliance reforms (2019–present)
In May 2020, Renault announced a cost-cutting plan aimed at eliminating 15,000 jobs worldwide, about 10% of the company's workforce, due to falling sales and theCOVID-19 pandemic.[116]
In January 2021, as part of a company revamp, Renault said it would divide its automotive division into four business units: Renault, Dacia andLada, Alpine, and Mobilize (the latter for new "new mobility services").[117][118]
In April 2021, Renault said that its revenue fell by 1.1% from the beginning of 2021 until March and it will reduce car production and focus on models with higher margins.[119]
In November 2022, Renault said it plans to spin off the electric car development into asubsidiary company tentatively calledAmpère.[120] It also plans to spin off its powertrain production and development operations (including internal combustion engines and hybrid systems) into ajoint venture company namedHorse withGeely as co-owner.[120][121]
In January 2023, Renault said it intended to transfer almost 30% of its controlling stake in Nissan to a French trust (pending approval by both companies), reducing its shares with voting rights to a minority 15% and, in doing so, making Nissan shares in Renault to gain voting rights. The shareholding and voting ratio of both companies is set to be fixed in the future. The agreement also included Nissan investing in Ampere and projects in various markets.[122][123] In February 2023, both companies approved the going-ahead for the shareholding changes. Final details and regulatory clearances for the transaction were set to be completed by the first quarter of 2023 and it would be done by the fourth quarter. The companies also approved joint projects and Nissan's Ampere investment.[124] The share transfer was completed in November 2023.[125]
On March 31, 2025, Renault announced plans to acquire Nissan’s 51% stake in its Indian manufacturing unit[126]
1899 Louis Renault "Driving, speed-changing mechanism and reversing gear"[129] Louis Renault invented a revolutionarydirect drive gear[130] with no drive belt, with much better uphill performances.
1961 –Renault 4 was the first serial car with hatchback body style
1963 –Renault 8 was the first serial car with four-wheel disc brake system
1980 – First patents for "Braking distribution device for total adherence"[131][132]
1988 CARMINAT, a real-time system for location and weather information. This program received European support from 1988, under the code Eureka EU-55 CARMINAT.[133] These innovations for the real-time location and human-machine interfaces are included in the Renault R-link system and CarminatTomTom devices.
Following the2022 Russian invasion of Ukraine which began on 24 February, many international, particularly Western companies pulled out of Russia. Unlike most of its Western competitors, Renault was slow to announce any divestments or scaling back of its operations in Russia, drawing criticism.[134][135] On 21 March, after a brief halt, Renault resumed production at the Renault Russia car plant near Moscow.[136][137] On 23 March, while addressing theFrench National Assembly, Ukrainian presidentVolodymyr Zelenskyy called for French companies, including Renault, to leave Russia.[138] Later that day, Renault said it had "suspended" Renault Russia's operations and was "assessing the available options" regarding its AvtoVAZ ownership.[139]
In May 2022, Renault signed agreements to sell 100% of its shares in Renault Russia to Moscow City entity and its 67.69% interest in AvtoVAZ to NAMI (the Central Research and Development Automobile and Engine Institute). The agreement provides an option for Renault to buy back its interest in AvtoVAZ, exercisable at certain times during the next six years.[140]
1907 Renault-built Replica of theirFrench Grand Prix winner, one of 4 known to exist
Renault took part in motorsport at the beginning of the 20th century, promoted byMarcel Renault's racing interests and over the years acquired companies with a sporting connection such asGordini andAlpine.
Renault has won twelve F1 Championships as engine manufacturer in Formula One.[141] Nigel Mansell, Damon Hill, Michael Schumacher, Alain Prost, Fernando Alonso, Sebastian Vettel and Jacques Villeneuve won eleven F1 driver's titles with cars powered by Renault engines.
Renault Sport develops and manufactures the Renault Sport-badged cars,[145] as the Renault Clio RS (for Renault Sport) and theRenault Mégane RS, which own the world records in their categories, such as the Nürburgring,[146] and the Suzuka circuit and awards fromWhat Car?,[147]Evo, and other magazines.
Renault introduced theturbo engine to Formula One when they debuted their first car, theRenault RS01 atSilverstone in 1977. The Renault team continued until 1986. From 1989 Renault supplied engines for the successfulWilliams-Renault car.
"We are not in Formula One out of habit or tradition. We're here to show our talent and that we can do it properly ... Formula One is a cost if you don't get the results. Formula One is an investment if you do have them and know how to exploit them."
Renault powered the winning 2010Red Bull Racing team, and took a similar role with its old team in December 2010, when it sold its final stake to the investment groupGenii Capital, the main stakeholder[150] since December 2009,[151] ending Renault's direct role in running a F1 team for the second time.[152]
Renault bought the Enstone-based team for the 2016 season, rebranding it Renault.[153][154] In 2021, the team was renamedAlpine F1 Team and became part of the new Alpine business unit, with Renault retained as the engine nameplate. Renault will stop manufacturing F1 engines atViry-Châtillon after the2025 season.[155][156]
Renault has been involved inrallying from an early era. Marcel Renault won the 1902 Rallye Paris-Vienna, but lost his life while competing in the 1903 Paris-Madrid rally.[157]
During the 1950s and 1960s, Renault manufactured several small cars withrear wheel drive in some cases, as the4CV, theR8 or theDauphine. These cars were well-adapted to the rally of the time, and the tunerAmedee Gordini collaborated with its performance.[157] In the 1950s the Renault Dauphine won several international rallies, including the 1956Mille Miglia and the 1958Monte Carlo Rally.[158]
In 1973, Renault took control ofAutomobiles Alpine, a related company for several years, which was responsible for building successful rally cars such as theA110.[159] A highly evolved A110 won the firstWorld Rally Championship, representing Alpine-Renault.[157]
In 1976, the Alpine's competition department and the Gordini factory at Viry-Chatillon were merged into Renault Sport.[159] The focus shifted to Formula One, although Renault achieved several victories including the 1981 Monte Carlo Rally with theRenault 5 Turbo[158] before retirement from the world rally in late 1994.[157]
Below is the production of engines, Horse division for thermal engines and Ampere division for electric motors, in the Renault group factories in 2023:[167]
Renault's head office is inBoulogne-Billancourt.[168] The head office is located near the old Renault factories; Renault has maintained a historical presence in Boulogne-Billancourt[169] since the company's opening in 1898.[168]
Renault is administered through a board of directors, an executive committee and a management committee.[170] As of January 2019[update], members of the 19-seat board include Jean-Dominique Senard (as chairman),Cherie Blair,Catherine Barba andPascale Sourisse.[171] François Provost is the current CEO as of 2025.
Renault concept cars show future design and technology directions. Since 2008, Renault has displayed variousall-electric carconcepts under the name"Z.E.", forzero emission, starting with a concept based on theRenault Kangoo Be Bop. Further concepts and announcements followed, with the production of theFluence Z.E. saloon beginning in 2011 and theRenault Zoe in 2012.
Renault revealed the Ondelioshybrid concept in 2008.[179][180] but this was overtaken by the Z.E. programme. However, Renault presented a new hybrid car in September 2014, theEolab, which incorporates various innovations that the company said will be added to production models by 2020.[181]
In 2014 at the New Delhi Auto Show, Renault announced a new model, the Kwid Concept, which comes with helicopter drone.[182]
In 2013, Renault became the leader of electric vehicles sales in Europe, thanks to its large range of vehicles (Twizy, Zoe, Fluence, Kangoo).[183][non-primary source needed] TheRenault Zoe was Europe's best sellingall-electric car in 2015 and 2016.[184][185] Global Zoe sales reached the 50,000 unit mark in June 2016,[186] and achieved the 150,000 unit milestone in June 2019.[187]Groupe Renault global electric vehicle sales passed the 100,000 unit milestone in September 2016.[188][189] Since the launch of the Renault electric program, the Group has sold more than 273,550 electric vehicles worldwide through December 2019. Since inception, a total of 181,893 Zoe city cars, 48,821Kangoo Z.E. electric vans, 29,118Twitzyheavy quadricycles, and 10,600Fluence Z.E. cars have been sold globally through December 2019.[190]
Beginning in 2008, Renault made agreements for its planned zero-emissions products, including with Israel, Portugal, Denmark and the US states ofTennessee andOregon,[191]Yokohama in Japan and the Principality of Monaco.[192] Serge Yoccoz is the electric vehicle project director.[193]
In 2008, Renault–Nissan signed a deal to produce electric cars for an initiative in Israel withBetter Place, a US company developing new non-petroleum–based transport infrastructure. Renault aimed to sell 10–20,000 cars a year in Israel.[194] Renault also agreed to develop exchangeable batteries for the project.[195] Renault collaborated with Better Place to produce a network of all-electric vehicles and thousands ofcharging stations in Denmark, planned to be operational by 2011.[196] TheRenault Fluence Z.E.,[197] was selected for the Israel project. It became the first zero-emission vehicle with a switchable battery,[198] with trials in 2010 undertaken with theRenault Laguna. Renault ended the partnership in 2013, following Better Place's bankruptcy, with only 1,000 vehicle sales in Israel and 240 in Denmark.[199]
Renault–Nissan and the largest Frenchelectric utility,Électricité de France (EDF), signed an agreement to promote electric vehicles in France. The partnership planned to pilot projects on battery management and charging infrastructure.[200] Renault–Nissan also signed deals with Ireland'sElectricity Supply Board (ESB),[201] and inMilton Keynes as part of the UK's Plugged in Places national project.[202]
We have decided to introduce zero-emission vehicles as quickly as possible in order to ensureindividual mobility against the background of high oil prices and better environmental protection
According to Ghosn, the Renault–Nissan alliance was a fundamental step inelectric car development, and that they needed each other for other issues such as battery manufacturing,charging infrastructure and business strategy.[203]
I don't think either Renault or Nissan would have been able to launch an EV alone successfully. You can have an electric car alone. But what you cannot have is an EV business system, from batteries to recycling to cars to infrastructure to negotiation, by being alone.
The Renault–Nissan group is a member of thePHEV Research Center. In September 2013, Renault andBolloré announced an agreement to collaborate on a new electric vehicle and in car-sharing project.[204]
In 2021, Renault launched a new EV and mobility brand called Mobilize[205] and showed a prototype for a small Twizy-style[206] EV called the EZ-1.[207][208][209] Renault Group also invested into a start-up company Verkor, that should develop EV batteries and about in 2026 build a gigafactory in France.[210]
By 2025, the yearly output of 400,000 electric vehicles is planned.
In 2007 Renault introduced a new line of eco-friendly derivatives marked eco² that were based on production platforms. A minimum of 5% recycled plastic was used and the vehicle's materials were 95% reusable. Eco²'s CO2 emissions were not to exceed 140g/km, or would bebiofuel compatible.[211] At the 2008 Fleet World Honours, Renault received the Environment Award. The chairman of Judges, George Emmerson, commented, "This was the most hotly contested category in the history of the Fleet World Honours, such is the clamour for organizations' green credentials to be recognised. There were some very impressive entries, but the panel felt that Renault's impressive range of low-emission vehicles was the most tangible, and the most quantifiable.[212]
Renault plans to introduceautonomous vehicle technology by 2020. The company unveiled a prototype, the Next Two (based on the Zoe), in February 2014.[213]
During its early years, Renault only manufactured the cars'chassis, while the bodywork was completed bycoachbuilders. The first car with Renault's bodywork was the "Taxi de la Marne" introduced in 1905.[214] Most Renault-made bodyworks were simple andutilitarian until the Reinastella unveiling in 1928. In the 1930s, Renault developed streamlined cars such as the Viva Grand Sport. In the 1950s, the company worked withGhia designers.[215]
In 1961, with the assistance of the independent designerPhilippe Charbonneaux (responsible for the R8), the company created Renault Styling as a design department, led byGaston Juchet since 1963.[215][216] In 1975,Robert Opron was named chief designer[216] and Renault Styling was divided into Interior, Exterior and Advanced Design groups.[214]
In 1987, Renault namedPatrick le Quément as chief designer[217] and created the Industrial Design Department to replace Renault Styling. The new division incorporated a new management system, with more technology and personnel. Renault gave it the same importance as Engineering and Product Planning, participating in product development.[214][216]
Le Quément was responsible for bold designs such as the Mégane II and the Vel Satis,[218] giving Renault a more coherent and stylish image.[219] In 1995, Design and Quality were merged under le Quément's direction.[214][217] Later, the new department moved toGuyancourt's Technocentre, which also became the base for Engineering and Product Planning. The group was organised in three sections: Automobile Design; Truck, LCV and Bus Design; and Concept Cars and Advanced Design. During the next years, satellite centres opened in Spain (1999), Paris (2000), South Korea (2003), Romania (2007), India (2007),[214][216] Brazil (2008)[220] and China (2019).[221]
At the end of 2009, le Quément was replaced byLaurens van den Acker,[217] who introduced the "cycle of life" concept to Renault's design.[222]
Most of Renault engineering was decentralised until 1998, when the Technocentre became the main Renault's engineering facility.[67][223] Satellite centres exist, including Renault Technologies Americas (with branches in Argentina, Brazil, Chile, Colombia and Mexico), Renault Technologies Romania (branches in Morocco, Russia, Slovenia and Turkey) and Renault Technologies Spain (branch in Portugal).[224] As of 2013[update], Renault's engineering section had over 6,500 employees worldwide, of which 34% were engineers and 63% technicians.[225] Engine development is in charge of a specific division, Renault Powertrains, with nearly 65 engineers.[226] Overseas engineering is increasing and research and design teams are in charge of adjusting existing vehicles to local needs and budgets.[227]
As of 2014[update], Engineering, and Product Planning, are directed by Gaspar Gascon Abellan[228] andPhilippe Klein[229] respectively.
View of the Technocentre from the Jardin des Gogottes
The Renault Technocentre (French pronunciation:[ʁənotɛknɔˈsɑ̃tʁ]) is the main research and development facility. It is located inGuyancourt. It covers 150 hectares (370 acres)[230] and integrates all departments involved in developing products and industrial processes (design, engineering and product planning) as well as supplier representatives. The Technocentre gathers more than 8,000 employees[231] and comprises three main sections: The Advance Precinct, The Hive and the prototype build centre. The Advance Precinct, a stepped structure surrounded by a lake, has design studios and other departments related to early design stages. The Hive is the tallest structure and includes research and engineering facilities dedicated to the development process of new vehicles. The prototype build centre is an extension of The Hive. The three main structures are accompanied by smaller technical buildings.[223]
The Technocentre was one of the first enterprises to have real-time life-size 3D modelling systems.[232]
In 1999, Renault acquired a 51% controlling stake from the Romanian-based manufacturerAutomobile Dacia, which was later increased to 99.43%.[235] As part of the Renault group, Dacia is a regional marque of entry-levels cars focused on Europe and Northern Africa which shares various models with the Renault marque.[236]
RCI Banque is a wholly owned subsidiary that provides financial services for Renault marques worldwide and Nissan marques in Europe, Russia and South America.[237][238]
Renault Retail Group is Renault's wholly owned automobile distributor for Europe.[239] In 1997, the French branches were merged to establish the subsidiary Renault France Automobiles (RFA). In 2001, it served as the basis for Renault Europe Automobiles (REA), which managed sales in Europe.[240] In 2008, the company adopted its current name.[241] Renault Retail Group operates in France, Austria, Belgium, the Czech Republic, Germany, Italy, Luxembourg, Poland, Portugal, Spain, Switzerland, and the United Kingdom.[239]
Renault Korea (South Korea), a Renault acquired car division of Samsung on 1 September 2000 in a $560 million deal for 70%,[249] eventually increasing its stake to 80.1%.[250] The majority of the company's (renamed as Renault Samsung Motors) production at its Busan plant is exported under the Renault badge.[251] In April 2024, after being renamed Renault Korea Motors and then Renault Korea, the company unified its marketing with the Renault marque and became an assembly subsidiary.[252]
Renault Med (Morocco), a subsidiary operating the Renault-Nissan Alliance factory in Tangier[253]
Renault México (Mexico, cars manufactured in Nissan's Aguascalientes plant since 2013)[254]
Renault Pars (Iran), a joint venture established in 2004 and owned by Renault (51%) and Iran's Industrial Development Renovation Organisation (IDRO) (49%)[255]
For many years, Renault had a 43.4% stake in Nissan, thereby giving it effective controlde jure, and Nissan held a 15% stake (with no voting rights) in Renault.[257] As of November 2023[update] Renault owns 15% shares with voting rights. It has more shares in a French trust which it can use for voting in a few limited situations.[125]
As well as sharing engines and joint-development of zero-emissions technology, Nissan increased its presence in Europe by badging various Renault van models such as theRenault Kangoo/Nissan Kubistar,Renault Master/Nissan Interstar and theRenault Trafic/Nissan Primastar. Some passenger cars have also been badge-engineered, such as the Renault Clio-basedNissan Platina in Brazil. The "Renault Production System" standard used by all Renault factories borrowed extensively from the "Nissan Production Way" and resulted in Renault productivity improving by 15%. The alliance led to the loss of 21,000 jobs, and the closure of three assembly and two powertrain plants.[258]
On 7 April 2010 Ghosn andDaimler AG CEODieter Zetsche announced a partnership between the three companies.[261] Daimler acquired a 3.10 per cent stake in Renault-Nissan and Renault and Nissan each took a 1.55 per cent stake in Daimler.[262]
In January 2022, Renault and Chinese manufacturerGeely signed an agreement by which Renault's South Korean subsidiary,Renault Korea, would produce vehicles based on GeelyCompact Modular Architecture platform,[263][264] initially intended for the domestic market. In December 2022, Geely acquired a 34% stake ofRenault Korea through capital increase as part of their partnership, although the company would continue to be majority owned by Renault and a consolidated subsidiary of it.[265][266]
In June 2025, Renault,Geely Auto andGeely Holding announced to establish a joint venture to manufacture electric vehicle in Brazil. The JV company would be owned 73.57% by Renault, 21.29% by Geely Auto, 5.11% by Geely Holding, and 0.03% by an independent third party.[271] The company would produce and distribute vehicles under the Renault and Geely brands in Brazil, with shared distribution infrastructure and a nationwide dealer network.[272]
In 1979, Renault entered into an agreement withAmerican Motors Corporation (AMC) to sell cars in the US.[273] A year later, Renault acquired a 22.5% interest in AMC.[274] This was not the first time the two companies had worked together. In the early 1960s, Renault assembledCKD kits and marketed Ramblers in France.[275] In 1982, Renault increased its stake in AMC to 46.4%.[276] The Renault Alliance/Encore (a modified version of the Renault 9 and 11) entered production in the US, but following AMC's continued decline, Renault withdrew from the US in 1987 and sold its share to Chrysler.[277]
On 30 June 2006, the media reported that General Motors convened an emergency board meeting to discuss a proposal by shareholderKirk Kerkorian to form an alliance with Renault-Nissan. However, GM CEORichard Wagoner felt that an alliance would disproportionately benefit Renault's shareholders and that GM should receive compensation accordingly. Talks between GM and Renault ended on 4 October 2006.[278]
In 2007, Renault-Nissan entered talks with Indian manufacturerBajaj Auto to develop a new ultra-low-cost car along the lines of theTata Nano.[279] Renault's existing partner in India, Mahindra, was not interested in the project. The proposed joint venture did not come to fruition and in late 2009 the companies announced that Bajaj would develop and manufacturer the vehicle and supply Renault-Nissan with completed cars.[280]
On 7 October 2008 a Renault executive said the company was interested in acquiring or partnering with Chrysler.[281] On 11 October 2008, theNew York Times reported thatGeneral Motors, Nissan and Renault had all been in discussions over the past month with Chrysler's ownerCerberus Capital Management about acquiring Chrysler.[282]
Renault cars have won numerous national-level awards in Spain, Australia, Ireland, the United States,[59][293] Denmark, and elsewhere. Renault and its Dacia subsidiary have won three "Autobest" car of the year awards for the Duster, Logan, and Symbol models.[294]
Renault markets its products under the marques Renault, Dacia and Alpine.[296] Renault founded in 2021 the Mobilize brand, which started in 2024 with the marketing of electric mobility services and vehicles.
Renault's first badge was introduced in 1900 and consisted of the Renault brothers' intertwined initials. When the company started mass production in 1906, it adopted a gear-shaped logo with a car inside it. After World War I the company used a logo depicting an FT tank. In 1923 it introduced a new circle-shaped badge, which was replaced by the "diamond" or lozenge in 1925.[297] Thelozenge of Renault means a diamond that expresses the brand's firm desire to project a strong and consistent corporate image.[298]
The Renault diamond logo has been through many iterations.[297] To modernise its image, Renault askedVictor Vasarely to design its new logo in 1972. The transformed logo maintained the diamond shape. The design was later revised to reflect the more rounded lines of the brand's new styling cues.[299] The current badge has been in use since 1992.
The logo for web and print use was updated three times thereafter. In 2002 a more realistic representation inside a yellow rectangle was made which is still used as theRenault Trucks logo albeit in red. In 2004 the logo received theRenault Identité typeface. In 2007, Saguez & Partners produced a version with the wordmark and logo inside a square.[297][300]
In April 2015, Renault introduced new designs to differentiate the company from the product brand, as part of the 'Passion for life' campaign. The new brand logo replaced the yellow background with a yellow stripe. A new typeface was also introduced. A corporate logo was unveiled at the 2015 Annual General Meeting, incorporating Renault, Dacia and Renault Samsung Motors.[301][302]
January 2021 saw the introduction of a new flat diamond logo alongside the Renault 5 Prototype electric concept car. The logo received so much positive feedback that Renault officially introduced the new symbol as their logo in March 2021, according to Renault's design directorGilles Vidal, who joined the group in 2020. They plan to introduce the new diamond on many online platforms in June 2021 and the first model with the new logo featured will be revealed in 2022.[303]
The yellow associated with the company appeared initially in the diamond badge of 1946, when Renault was nationalised.[297][298]
Logo of Renault from 1923 to 1925
Logo of Renault from 1925 to 1946
Logo of Renault from 1946 to 1959
Logo of Renault from 1958 to 1967
Logo of Renault from 1967 to 1972 (This logo was not used because it is considered as a copy of the logo of the company Kent)[304][305]
Logo of Renault from 1973 to 1982 (Vasarely Logo)
Logo of Renault from 1982 to 1990
Logo of Renault from 1990 to 2004
Logo of Renault from 2004 to 2007
Logo of Renault from 2007 to 2015
Logo of Renault from 2015 to 2021 (still used as a badge)
Logo of Renault since 2021
Groupe Renault logo up to 2021 (as distinct from the Renault diamond used for the brand)
Both the Renault logo and its documentation (technical as well as commercial) historically usedRenault MN, a customtypeface developed by British firmWolff Olins. This type of family is said to have been designed mainly to save costs at a time when the use of typefaces was costly.
A retail version of the font family was sold by URW++ as Renault.[306]
In 2004, French typeface designerJean-François Porchez was commissioned to design a replacement. This was shown in October of that year and was calledRenault Identité.[307] The OpenType font family was developed from the Renault logotype created by Éric de Berranger.[308][309]
Renault's flagship showroom, L'Atelier Renault (French pronunciation:[latəljeʁəno]), is located on theChamps-Élysées in Paris, with other manufacturers such as Peugeot, Citroën and Toyota. It opened in November 2000, located on the site of Pub Renault, which operated from 1963 until 1999. The first Renault venue at the location was theMagasin Renault in 1910, a pioneering car showroom.[313][314]
L'Atelier features a Renault Boutique as well as regular exhibitions featuring Renault and Dacia cars. An upmarket restaurant is located on the second floor, looking out onto the Champs-Élysées. The ground floor can hold up to five exhibitions at any one time. As of March 2009, 20 million visitors had visited L'Atelier Renault.[315][316][317]
Renault Classic is a department within Renault that seeks to collect, preserve and exhibit notable vehicles from the company's history. Originally named Histoire & Collection, the collection was assembled in 2002 and its workshops formally opened on 24 April 2003.[318]
Throughout the 1980s and 1990s, Renault's European advertising made extensive use ofRobert Palmer's song "Johnny and Mary".[319] Television advertisements initially used Palmer's original version, while a range of special recordings in different styles were produced during the 1990s, most famously the acoustic interpretation byMartin Taylor that he released on his albumSpirit of Django.
Renault has sponsored films as an advertising technique since 1899. A Renault Voiturette Type A, driven by Louis Renault, appeared in one of theLumières' early films.[320][321] Between 1914 and 1940, the company commissioned a series of documentary films to promote its industrial activities.[322] Renault also backed some films set in Africa during the 1920s to promote the reliability of its products on tough conditions.[321] Since 1983, the company sponsors theCannes Film Festival[323] and it has also sponsored other festivals as theVenice Film Festival, the Marrakech Film Festival[324] and theBFI London Film Festival.[325]
Through its foundations and institutes, Renault funds projects around the world that focus on: education through scholarships,[326] road safety[327] and diversity.
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^Heylen, Vic (16 September 1982). "Franz Rekenhof bezorgd over Renault" [France's Court of Audit worried about Renault].De AutoGids (in Flemish). Vol. 3, no. 78. Brussels, Belgium. p. 73.
^"Renault buys a slice of the Mack action".Truck & Bus Transportation. July 1979. p. 51.
^abHart, Jeffrey A. (1992)."France".Rival Capitalists: International Competitiveness in the United States, Japan, and Western Europe. Cornell studies in political economy. Cornell University Press. p. 119.ISBN0-8014-9949-6.
^Kase, Kimio; Sáez-Martinez, Francisco J.; Riquelme, Hernán (2005). "Case Studies".Transformational CEOs: Leadership and Management Success in Japan. Edward Elgar Publishing. pp. 123–124.ISBN1-84542-046-2.
^Renault move looks good for UD AustraliaTruck & Bus Transportation May 1999 page 15
^"Inauguration of second production line at Renault-Nissan Tangier plant". Renault. 8 October 2013. Archived fromthe original on 8 April 2014. Retrieved8 April 2014.The new line will increase the site's output capacity to 340,000 vehicles a year, starting in 2014. It required an investment of €400 million and will produce Dacia Sandero and Dacia Sandero Stepway, two leading models in the Dacia range.
^abZhang, Bei (17 July 2019). Duan, Siyao (ed.)."雷诺向江铃集团增资10亿元 控股江铃新能源" [Renault increased capital CN¥1 billion to take control of JMCG's JMEV].National Business Daily (in Chinese). Retrieved17 July 2019.
^"Exclusive: Renault sees diesel disappearing from most of its European cars".Reuters. 6 September 2016.Archived from the original on 18 September 2016. Retrieved18 September 2016.Renault (RENA.PA) expects diesel engines to disappear from most of its European cars, company sources told Reuters, after the French automaker reviewed the costs of meeting tighter emissions standards following the Volkswagen scandal.
^Sarignac, Alain (1989)."Advanced driver information systems : the CARMINAT program". UC Berkeley Transportation Library. Archived fromthe original on 2 April 2015. Retrieved7 March 2015.The article describes the CARMINAT program's origins, its objectives and functions. It gives a progress report for the various modules made at the end of 1989
^Cobb, Jeff (1 August 2016)."Renault Zoe and BMW i3 Join The 50,000 Sales Club".HybridCars.com. Retrieved1 August 2016. "As of June 2016[update], cumulative global sales of the top selling plug-in electric cars were led by the Nissan Leaf (about 225,000), Tesla Model S (over 129,000), Votl/Ampera family (over 117,000), Mitsubishi Outlander PHEV (about 107,000), Toyota Prius PHV (over 75,000), BYD Qin (56,191), Renault Zoe (51,193), and BMW i3 (almost 50,000)."
^Haugneland, Petter (12 September 2016)."Nå har Renault solgt 100.000 elbiler" [Renault has now sold 100,000 EVs] (in Norwegian). Norsk Elbilforening (Norwegian Electric Vehicle Association). Archived fromthe original on 15 September 2016. Retrieved12 September 2016.
^Groupe Renault (19 March 2020)."2019 Universal Registration Document"(PDF). Renault. Retrieved22 May 2020.Since the launch of the Renault electric program, the Group has sold more than 252,000 electric vehicles in Europe and more than 273,550 electric vehicles worldwide.See pp. 24 and 39. Since inception, a total of 181,893 Zoe cars, 48,821 Kangoo Z.E. electric vans, 29,118 Twitzy heavy quadricycles, and 10,600 Fluence Z.E. cars have been sold globally through December 2019.
^abcdBeaume, Romain; Midler, Christophe; Vervaeke, Monique (2010). "Le attività dello stile dell'auto in Francia". In Calabrese, Giuseppe (ed.).La filiera dello stile e le politiche industriali per l'automotive in Piemonte e in Europa [The styling and the industrial policy for the automotive industry in Piedmont and Europe] (in Italian). FrancoAngeli. pp. 141–143.ISBN978-88-568-2275-5.
^Carré, Dennis; Lefebvre, Gilliane; Madeuf, Bernardette; Milelli, Christian (2006). "Global RD networks and ICT what impacts on firms?". In Laperche, Blandine; Galbraith, James K.; Uzunidis, Dimitri (eds.).Innovation, Evolution and Economic Change: New Ideas in the Tradition of Galbraith. New Directions in Modern Economics Series. Edward Elgar Publishing. pp. 134–135.ISBN978-1-84542-715-3.
^Bell, Jonathan, ed. (2003).Concept Car Design: Driving the Dream. Interior and Industrial Design. Rotovision. p. 33.ISBN978-2-88046-564-3.
^Lee, So-young (3 April 2024)."'르노' 빼고 다 바꾼다…르노코리아, 새로운 엠블럼에 공격적 신차 출시 나서" [Changing everything except 'Renault'. Renault Korea to launch aggressive new car with new emblem].Economic Review (in Korean). Retrieved4 April 2024.
^Kwon, Jeong-doo (15 December 2022)."르노코리아, 중국 지리와 친환경차 생산 준비 중…5월에도 부산공장 멈춘다" [When will Renault Korea and Samsung's 'real farewell' happen?].Sisa Weeek (in Korean). Retrieved17 May 2023.
^[1]Archived 15 February 2015 at theWayback Machine Artist Yann Kersalé and head chef Benoit Gauthier sign unprecedented creations for L'Atelier Renault
^abReynolds, Glenn (2015). "Strange Savages Paid Primitives Negotiating Natives".Colonial Cinema in Africa: Origins, Images, Audiences. McFarland. p. 56.ISBN978-0-7864-7985-6.
^Michel, Alain P. (2009). "Corporate Films of Industrial Work: Renault (1916–1939)". In Hediger, Vinzenz; Vonderau, Patrick (eds.).Films that Work. Film Culture in Transition. Amsterdam University Press. pp. 167–186.ISBN978-90-8964-012-3.
^Créquy, Perrine (16 May 2008)."Renault transporte Sean Penn" [Renault carries Sean Penn].Le Figaro (in French).Archived from the original on 2 March 2015. Retrieved2 March 2015.
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