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TEAMWORK –   Renault Emblème: optimized aerodynamics like in Formula 1

This is more than a platform to build electric vehicles

Renault Group and the industrial metaverse: the revolution of connected factories

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The Renault Frères Trophies 2024 celebrate pioneering spirits

Our businesses transformation: how do Renault Group and CNAM respond?

Augmented intelligence, a new tool to enhance our skills

In video: our announcements at the 2024 Paris Motor Show

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Factory of the Future




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			<div class="rg-article-text-extract__text"><p>Augmented intelligence (AI) is at the heart of the digital transformation of our industry. Already integrated into our factories, it is set to play an increasingly important role in our businesses. The aim of this artificial intelligence is to support and enhance each individual&rsquo;s skills. Éric Marchiol, Metaverse Industry and Quality Director at Renault Group, and Guillaume Merlini, President of GamersOrigin, a communications agency specializing in gaming and e-sports, compare the uses of AI in their respective sectors. An interview from our 2023-2024 Integrated Report. </p>
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    <div class="acf-innerblocks-container"><h2 class="wp-block-heading">What role does Augmented Intelligence currently play in your respective sectors? </h2>

<p><b><span data-contrast="auto">Éric Marchiol</span></b><span data-contrast="auto"> &#8211; AI is the third wave of digital transformation in our industry. We started out by developing agile applications, so that employees could access information in the workshop. Then we collected data from the machines for analysis. Today, we can apply sophisticated machine learning and augmented intelligence algorithms to this data, to help assess quality problems, reduce breakdowns and predict vehicle failures.</span><span data-ccp-props="{"> </span></p>

<p><b><span data-contrast="auto">Guillaume Merlini</span></b><span data-contrast="auto"> &#8211; AI has been around for a very long time in the video game industry. It was mostly used to enhance “non-player character” behaviour and create a more fun, immersive experience. But the technology sometimes hits its limits, producing often predictable characters.</span><span data-ccp-props="{"> </span></p>

<h2 class="wp-block-heading">How has AI become key to development? What new relationship does it create with users, both employees and gamers? </h2>

<p><b><span data-contrast="auto">Éric Marchiol</span></b><span data-contrast="auto"> &#8211; Augmented intelligence has become an inescapable tool for our industry. In predictive maintenance, it will assist us, for example, in assessing breakdowns, by analysing historical data on failures of robots or presses, and in after-sales, by analysing incidents experienced by customers. Without requiring advanced expertise, it will save our teams an enormous amount of time, meaning they can devote themselves to other, higher value-added tasks.</span><span data-ccp-props="{"> </span></p>

<p><b><span data-contrast="auto">Guillaume Merlini</span></b><span data-contrast="auto"> &#8211; In gaming, AI is used to enhance the user experience to make it more personalized and bring greater variety, especially through dialogue, interaction and combat, for example in role-playing games (RPGs). By diversifying AI behaviours to make them less predictable, this not only increases the immersive feel but also the game’s duration.</span><span data-ccp-props="{"> </span></p>

<h2 class="wp-block-heading">How did your two worlds meet? </h2>

<p><b><span data-contrast="auto">Éric Marchiol</span></b><span data-contrast="auto"> &#8211; We launched the “Renault Group Factory Championship”, a challenge aimed at our industrial sites. With GamersOrigin, we invited our employees to enter the world of video games – a fun way of approaching a very tech-oriented universe. As we’re on the lookout for talent, this project helped to mobilise our young hires and bridge the gap with our older employees.</span><span data-ccp-props="{"> </span></p>

<p><b><span data-contrast="auto">Guillaume Merlini</span></b><span data-contrast="auto"> &#8211; And what we have in common is our firm belief that AI remains, and must remain, a tool used to serve the creativity of our staff. In our case, it means developing unique non-player characters, without ever replacing human ingenuity and skills.</span></p>

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					2023-2024 Integrated Report				</h2>
			
						
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<p>Hosted at the Technocentre, Europe’s leading R&amp;D center, the event presents a broad overview of the new developments that are already shaping the plant of tomorrow.</p><h2>A fun, educational and immersive exhibition</h2><p>At the exhibition, featuring drones in action, 3D videos, virtual reality glasses, self-guided vehicles and automated forklift trucks, the 11,000 employees at the Technocentre will have the opportunity to discover innovations, and talk with experts while exploring five universes.</p><ol><li><strong>The plant for living</strong>, facilitating mobility and boosting the sharing of information.</li><li><strong>The connected production line</strong>, more agile and faster in workshops, simplifying decision-making right on the production line.</li><li>The <strong>real-time management of the plant and the supply chain</strong> for better anticipating and responding to new customer trends.</li><li><strong>Traceability</strong> throughout the manufacturing process, to ensure <strong>controlled production</strong> and the compliance of our products and verify our production resources.</li><li>Lastly, with the <strong>digital twin</strong> – comprehensive 3D modeling of the plant – Production Engineering is able to fully simulate the <strong>manufacturing processes of the plant of the future</strong>.</li></ol><p></p><h2>Digital and collaborative</h2><p>With apps for operators, touchscreens for team leaders, digital workstations and 3D glasses for training, the digital transformation is contributing to industrial excellence and the satisfaction of customers as well as that of the men and women constituting the lifeblood of the plant. The plant is undergoing a true revolution, with changes in skills and professions, simplified day-to-day work and decision-making in real time.</p><p>”Plant of the future” exhibition is an informative and original way of appropriating new technologies with no fears and supporting their implementation.</p><h2>Plant of the future, it&rsquo;s now!</h2><p><iframe loading="lazy" width="790" height="452" src="https://www.youtube.com/embed/IF1-yf56ELM" frameborder="0" allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="allowfullscreen"></iframe></p><h2>Learn more about the Exhibition: Plant of the Future</h2><p><iframe loading="lazy" width="790" height="452" src="https://www.youtube.com/embed/qIsqqB_izT0" frameborder="0" allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="allowfullscreen"></iframe></p>


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Groupe Renault - Technocentre - Transformation Digital - Usine 4.0

Industry Week: The Technocentre hosts Plant 4.0

<p><strong>Digital transformation seeks to make plants more efficient and 100% focused on customer satisfaction.</strong></p><p>Digital innovation is founded on four drivers of disruption:</p><ul><li>real-time management of our plants and their supply chain</li><li><strong>total traceability (full track and trace)</strong></li><li>predictive and corrective maintenance to capture manufacturing data so as to be able to anticipate breakdowns</li><li>connect employees with effective and mobile tools</li></ul><p style="text-align: center;"><span style="color: #ffcc00;">________</span></p><div class="tpl tpl--emphasis clearfix"><h2>How can “Full Track and Trace” be defined?</h2><p>“Full Track and Trace” provides access to a product&rsquo;s composition history. From the production line to customer distribution. It also makes it possible to trace the steps of the production journey: provenance of components, suppliers, storage locations, logistics, etc. “Full Track and Trace”, an essential resource for the factory of the future, affects our plants and all industrial sectors. Whether it is car parts, food products or medicines that are being tracked, this project is in line with our quality approach. It improves the identification of products. It also aims to standardize the tracing of products and link a part and a manufacturing process to a vehicle&#8230;</p><p>We are also working on developing an IT platform: this data model benefits all our industrial sites and breaks business data out of silos.</p><p><img loading="lazy" decoding="async" width="790" height="452" class="aligncenter wp-image-28568906 size-full" alt="In situation - “Full Track and Trace” provides access to a product's composition history. " src="https://www.renaultgroup.com/wp-content/uploads/2019/01/2019-full-track-checkman.jpg" /></p><h2>Can you give us examples of what was achieved in 2018?</h2><p>The “Full Track and Trace” platform allows users to view, for our Valladolid plant in Spain, all the serial numbers of our engine parts, their manufacturing journeys, and the associated process parameter values.</p><p>At Maubeuge, we automatically track the movements of packages containing the parts fitted to our vehicles.</p><p>We have also put in place traceability of prototype parts for our Vehicle Prototype Development Center at the Guyancourt Technocentre. This means we know instantly which precise part is fitted to a given test vehicle to ensure that it is compliant.</p><p>The “Full Track and Trace” project therefore helps achieve quality, logistical and industrial aims.</p><p><img loading="lazy" decoding="async" width="790" height="452" class="aligncenter wp-image-28568900 size-full" alt="In situation with a drone - The Full Track and Trace platform allows users to view, for our Valladolid plant in Spain, all the serial numbers of our engine parts." src="https://www.renaultgroup.com/wp-content/uploads/2019/01/2019-full-track-logistique-pilotage-drone.jpg" /></p><h2>What are the benefits for customers and for the Group?</h2><p>Customers want an increasingly customized vehicle equipped with new technologies. “Full Track and Trace” allows us to manage this wide range of offers.</p><p>“Full Track and Trace” is also a way for the company to drive economic effectiveness. Having access to location data allows us to track supply logistics in real time, save time on inventories, and ensure that we stock only what is necessary. The data we hold on every single part, its history, can be used in engineering to improve the design of a part, or in after-sales to analyze its behavior.</p><div class="tpl blog-styled-link clearfix"><a class="blog-styled-link-content" href="https://www.renaultgroup.com/wp-content/uploads/2019/01/2019-the-future-renault-factory.jpg " target="_blank" rel="noopener">Plant of the Future: Detailed map of initiatives</a></div><div class="tpl blog-styled-link clearfix"><div class="tpl blog-styled-link clearfix"><a class="blog-styled-link-content" href="https://www.renaultgroup.com/wp-content/uploads/2019/01/2019-infographics-renault-plant-of-the-future.pdf " target="_blank" rel="noopener">Plant of the Future: Infographics</a></div></div></div>


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Portrait de Jean-Marc Chatelanaz - Directeur du Projet « Full Track and Trace ».

Full track and trace: a major driver for the factory of the future

<p>Georgiana Mutu ranks among the 24.8% of women present in Groupe Renault’s workforce. After qualifying as an engineer 11 years ago, she began her career with the Group as an intern at the Dacia plant in Pitesti. Her first position was a three-month student internship managing an engine project. At the end of her internship, she joined the quality department of the engine plant as a quality measurement supervisor. She then moved quickly into management, where she occupied a number of positions. Today, she oversees a team of 264 employees of whom 60% are male. Let’s look back at this mother’s career.</p><div class="tpl tpl--emphasis clearfix" style="width: 94.84%; height: 1467px;"><h2>Can you tell us about the main stages in your career with Groupe Renault?</h2><p>I was hired very quickly after completing my internship at the plant. After spending two years in the powertrain quality department as a quality measurement supervisor, I was appointed head of a basic working unit. So I moved into management really quickly. At the age of just 28, I was responsible for 15 people. A real challenge! For the past three years, I have been manager of the production workshop, where I oversee a team of over 260 people.</p><h2>The number of people you manage has grown with your level of managerial responsibility. Did you follow any specific training for this?</h2><p>Yes of course. They didn’t just throw me into the arena without any prior support. I took part in a number of courses on management and personal development. I received training to learn how to manage change and how to contribute to it.  I now encourage all my team supervisors to follow these training courses. As a woman, I followed special training in female leadership. The course content was particularly rich and it was an opportunity for women to share their experience. Even though being managed by a woman has never been a problem for the people working with me. That said, this training is positive because it helps women to topple a number of stereotypes.</p><h2>Did you always want to work in the automotive industry?</h2><p>That was always very clear in my mind. Of the 12 women in my class, I was the only one to opt for the automotive industry, and I’ve never regretted it. It corresponds to my personality. I’m a natural optimist who’s always looking for solutions. I like sharing and cross-cutting work with different teams or business function experts. During my internship, I met a lot of people who were really motivated by their work, highly skilled and very human They all provided me with support. That helped to be sure that I was really making the right decision. Today, I try to convey this same sense of enthusiasm to the people I work with. As a manager, we need to listen to employees and pay attention to small gestures that may have a major impact on the team as a whole.</p><h2>Do you have an anecdote to share with us?</h2><p>Yes, when I was an intern at the Pitesti plant, I had to present an engine project. A week before the presentation, a colleague offered to help me by reading through my presentation. Unfortunately, he pressed the wrong keys and completely deleted it. I’d spent over a month on the presentation and I had to do it all again in less than a week. Saying I felt stressed would be an understatement. Quite by chance, three years ago, I became the direct manager of this colleague.  When we saw each other, we’d talk about what happened and laugh. I have to say that after that unfortunate episode, I made it a habit to systematically save all my documents.</p></div><div class="tpl tpl--emphasis clearfix" style="width: 94.95%; height: 637px;"><h3>Groupe Renault: promoting gender equality</h3><p>In early 2010, Groupe Renault launched the <a href="http://gazelles-womenrenault.com/women-renault.php" target="_blank" rel="noopener noreferrer"><strong><span style="text-decoration: underline;">Women@Renault</span> </strong></a>plan to increase the proportion of women at every level of the company. This initiative comprises two complementary strands: human resources and a social network. The first strand, human resources, concerns talent management (recruitment, training, career management). At the end of 2017, women made up 24.8% of the Group workforce, 19.5% of managers (white collars) and 25% of Executive Committee members. The plan measures the extent to which women are represented at all levels of the company. Renault has exceeded its target, with 27% of women occupying key positions within the Group (around 2,000 jobs), versus 25.9% in 2016. It has also increased the proportion of women on the Group’s Board of Directors to 43.7% in 2017 (according to the AFEP-MEDEF Code) compared with 33.3% in 2016. The Group has a number of aids in place to help women develop their skills, such as mentoring programs and special training, to help them fully express their potential and leadership qualities. The second strand of the Women@Renault plan is based on an internal social network. Mixed gender from the start, it is international and spans a full range of categories. Through this network, men and women are able to talk about progress in the gender mix and to analyze best practices. Today, the network has over 5,000 members in 14 countries, of whom 25% are male (compared with 14% in 2014). The network organizes events and actions to promote the gender mix, centrally and in each country.</p></div>


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Georgiana Mutu, 34 ans, chef d’atelier fabrication à l’assemblage moteur de l’usine de Pitesti (Roumanie).

Interview of Georgiana Mutu, woman and manager at Pitesti plant

<h2>An original meeting between players in Manufacturing 4.0</h2><p>In May 2018 all the digital coordinators from all the world regions met at the Maubeuge site.</p><p>After sharing their roadmaps, each coordinator presented the best practices at their plants. Country initiatives are enhancing the global digital plan. They are reviewed and applied cross-functionally once it is shown that they can contribute to the performance of other group plants. <strong>The goal is to develop simple and mobile solutions on work stations, introduce collaborative working methods through new tools, and process issues in real time</strong>. The meeting was also an opportunity to focus on innovations at plants and demonstrate that they make sense only if they are truly integrated in day-to-day work.</p><p><img loading="lazy" decoding="async" width="640" height="360" class="aligncenter wp-image-25194625 size-full" alt="Supply chain management to plan demand, manage suppliers, and optimize logistics in warehouses with a drone" src="https://www.renaultgroup.com/wp-content/uploads/2018/07/groupe-renault-usine-de-maubeuge-au-coeur-de-la-transformation-digitale-drone.gif" /></p><h2>Focus on a few digital initiatives</h2><p><em>Supply chain management to plan demand, manage suppliers, and <strong>optimize logistics in warehouses with a drone</strong></em></p><p>The most spectacular of the factory of the future’s equipment is a drone piloted by a tablet. The drone flies closely over immense aisles of stored parts registering all reference numbers with unequaled speed and agility. This innovation steered by Maubeuge plant and developed in partnership with Hardis, is currently operational. Not only does it boost productivity significantly but it also economizes on storage areas and levels of stocks.</p><p><em><strong>“Call to station”:</strong> to display calls in real time on the screens set up in each section of the plant and summarize data processing for team heads.</em></p><p>The Maubeuge plant is piloting this successful example, with the IT resource being used to manage quality at work stations. The ability of operators to immediately identify and qualify dysfunctions serves to increase responsiveness in defect processing. The result: a 50% reduction in operator calls in identified sections of the production line for alerts on station dysfunctions.</p><p><em><strong>Tablets for team heads:</strong> these make managers more mobile on the ground and boost information sharing between teams.</em></p><p>The tablets enable managers to monitor the results of their teams in real time and quickly adapt their management to the day’s priorities: monitoring quality performance, controlling resources, making work-station observations, checking standard operation files, etc. Managers can access these apps in a few touches wherever they are in the workshop. The time saved allows them to refocus on the processing of quality problems.</p><h2><img loading="lazy" decoding="async" width="790" height="452" class="aligncenter wp-image-25194136 size-full" alt="Tablets for team heads: these make managers more mobile on the ground and boost information sharing between teams." src="https://www.renaultgroup.com/wp-content/uploads/2018/07/groupe-renault-usine-de-maubeuge-au-coeur-de-la-transformation-digitale-.jpg" />Zero paper in manufacturing.</h2><p><em>The Maubeuge plant has initiated a project on the drastic reduction of printed manufacturing documents and stands as a pilot plant in this respect. </em></p><p>Since 2015 over 100 work stations have been monitored and the use of labels, tickets and sheets of paper used to track parts and vehicles in assembly has been divided by five. The result: substantial savings, a reduction in non-value added at work stations and, of course, a positive environmental impact. </p><p>To take things further, the site is now testing e-paper, electronic ink screens for the dynamic display of price labels. Applied at the plant, this technology could entirely eradicate paper and also improve the traceability of packaging, vehicles and assembly operations.</p><div class="tpl tpl--emphasis clearfix" style="width: 95.92%; height: 685px;"><h3>Maubeuge a key player in the electric excellence hub in France </h3><p>With nearly 2,200 people working at the plant in 2017 and having produced 19 models since its creation, the Maubeuge manufacturing site has been the birthplace of emblematic vehicles such as the Renault 15 and Fuego.</p><p>Since 1997 Maubeuge has exclusively manufactured Kangoo and its variants. Kangoo Z.E. rounded out the LCV range in 2011.</p><p>In 2012, thanks to the plant’s recognized expertise in the production of small LCVs, Daimler, now a Groupe Renault partner, selected Maubeuge to produce the Mercedes Citan. Maubeuge produced the one millionth Kangoo in 2016. In 2017 the plant produced nearly 5,000 Kangoo Z.E.</p><p>The Maubeuge plant is committed to the development of the electric vehicle excellence center in France and is planning to invest in the next generation of Kangoo among which Kangoo Z.E. light commercial vehicles.</p><p>The site is investing to prepare for the future and with a view to responding to customer requirements and new challenges in the automotive sector.</p><p>The modernization and digitalization of the production system and the 294 recruitments announced since 2015 are key to maintaining the site’s benchmark position as a connected and high-performance production center of light commercial vehicles in Europe.</p></div>


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<h2 class="tpl tpl--title">Renault on Facebook</h2>
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La tablette pour les chefs d’équipe : elle renforce la mobilité des managers sur le terrain et le partage d’information entre les équipes.

The Maubeuge plant: at the heart of the digital transformation

<div class="tpl tpl--emphasis clearfix" style="left: 9px; top: 3px; width: 94.48%; height: 857px;"><h2>Can you tell us about your job?</h2><p>I’ve worked for four years as quality controller at the Pitesti assembly plant. My job is to check vehicle quality using a checklist. I note down the various inspection points to ensure compliant production. When I identify a defect, I feed back the information so that it is quickly remedied.</p><h2>What aspects of your job have changed with digitalization?</h2><p>I used to approve inspection points using a pen. For a year and a half now, I have used a smartphone to scan information and send it to the department. Having digital tools makes us more responsive and effective in quality control. When there’s a problem on the assembly line, I can quickly alert the retoucher or the person concerned to solve it. We are using increasingly modern tools, such as the monitor on the assembly line, which keeps us informed in real time of line incidents.</p><h2>What are the advantages of these changes?</h2><p>The digitalization of my profession saves considerable time and also facilitates communication between the various departments. Using a smartphone in my workplace hasn’t been difficult as I use one every day in my personal life. So the transition has been a smooth one.</p></div><h3>Find out more about the plant of the future:</h3><div class="tpl blog-styled-link clearfix"><a class="blog-styled-link-content" href="https://www.renaultgroup.com/actualites/blog-renault/le-digital-doit-simplifier-le-quotidien-des-operateurs-et-des-managers/" target="_blank" rel="noopener noreferrer">Read an interview with Eric Marchiol &#8211; Director of Manufacturing Digital Transformation at Groupe Renault</a></div><div class="tpl blog-styled-link clearfix"><a class="blog-styled-link-content" href="https://www.renaultgroup.com/en/news/blog-renault/digital-technology-makes-decision-making-easier-at-plants/" target="_blank" rel="noopener noreferrer">Read an interview with Gabriel Tanasie &#8211; Head of a Connected Basic Work Unit</a></div><div class="tpl blog-styled-link clearfix"><a class="blog-styled-link-content" href="https://www.renaultgroup.com/wp-content/uploads/2018/07/press-kit-groupe-renault-in-romania.pdf#page=6" target="_blank" rel="noopener noreferrer">Press kit: Groupe Renault in Romania</a></div>


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Diana Davidoiu, contrôleur qualité au sein de l’usine de Pitesti (Roumanie) en situation

Plant quality controller: the digitalization of a profession

<p>The Cléon plant got its start in 1958 manufacturing gearboxes, before moving on two years later to produce engines. Over the years, these engines have made the Normandy site a benchmark. Classic car collectors associate the plant’s name with two iconic Renault engines: “Cléon fonte” and “Cléon-Alu”.</p><p>Developed in the early 60s, the Cléon-fonte engine, also known as the “Sierra engine”, is fitted in a number of models sporting the diamond logo. Notable examples that come to mind are the Estafette, R5, or more recently, the Twingo I and Clio I. But that’s not all! The Sierra engine was also installed in the Alpine A110 in its era. With so many leading vehicles, the site has successfully affirmed its notoriety and recognition.</p><p>The plant is also renowned for its Cléon-Alu, developed in the mid 60s. The engine was introduced in the Renault 16 and was manufactured up to the 1980s. Over the course of three decades, this engine has powered the majority of Renault sports models produced by Gordini, Alpine and Renault Sport.</p><h2>€700 million invested since 2012</h2><p>Sixty years into its operations, the plant now includes 141 flexible manufacturing lines and continues to produce engines, including electrical components, and gearboxes. Since 2012, €700 million have been invested into the site. In addition, the Renault Group is accelerating the implementation of its strategic plan « Drive The Future » with an investment of over one billion euros for the development and production of electric vehicles in France. These investments will benefit all industrial site activities in France. They will enable the Cléon plant to triple its production of electric motors and introduce new generation electric motors from 2021.</p><p>Today, Cléon presents itself as an innovative, high-performing, competitive and attractive plant.</p><blockquote><p><em>“The plant of the future is well on its way at Renault, and it all started at Cléon,” </em>confirms <strong>Paul Carvalho, the site director.</strong></p></blockquote><p>This forward-looking approach is being launched with the manufacturing of electric engines. Since 2015, the engines in the ZOE, Kangoo and Master ZE models have been built on the Normandy site.</p><p>Since 1958, the Cléon site has always been a key player in the company and is leading the way for new plants in the future.</p>


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Renault - Bienvenue à l'Usine de Cléon - Fabrication de moteurs et de boîtes de vitesses

Document d’enregistrement universel 2023

Rapport intégré 2023-2024