Groupe Renault - 2019 Universal Registration Document

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RESEARCH AND DEVELOPMENT GROUPE RENAULT

Performance levers 1.4.3

CMF-B: a new generation modular platform for segment B Introduced in 2013 as a source of increased competitiveness and synergies, CMF (Common Module Family) extends the standardization of architecture to a growing number of vehicles developed within the Renault-Nissan alliance. CMF has already generated an average 30-40% reduction in product/process engineering costs per model and a 20 to 30% reduction in parts costs for the Alliance. By 2022, 70% of Alliance vehicles and 80% of Groupe Renault vehicles will be manufactured on Common Module Family platforms. After the CMF-C/D and CMF-A families, which respectively cover versatile family vehicles and economic mini city cars aimed at high-growth markets, the new CMF-B family designed for compact vehicles welcomes the New CLIO and New CAPTUR this year. Under development since 2014 at the Technocentre in Guyancourt (France) and used jointly by the Nissan and Renault groups, CMF-B will include more than 15 Alliance models by 2022, with a target of 4 million vehicles. The CMF-B platform has been completely renewed (85% new parts) compared to the CLIO IV platform. Its production was launched in 2019 at the Bursa, Valladolid, Sunderland and Novo Mesto plants and it will ultimately be produced at 18 Alliance plants around the world. This platform allows the electrification of vehicles and integrates the specific features of hybrid and rechargeable hybrid engines. It is designed to accommodate advanced driving assistance leading to the first levels of driving autonomy. Its architecture is designed to facilitate body swapping from one model to another to optimize the efficiency of plant production lines. In addition, it is inaugurating a dual platform strategy that makes it possible to offer product responses tailored to different markets in terms of services and economics. For example, the same bodywork can be offered on localized platforms with controlled development costs. This is the approach that Groupe Renault initiated with the CAPTUR and KAPTUR, with an even greater degree of interchangeability. Following the roll-out of 43 systems since 2013, a number of developments are in the pipeline in order to anticipate future stages of complexity. The model-based System design is similar to the launch of CAD (Computer-Aided Design) for geometric architecture, but based on different viewpoints such as functional architecture. Organizing the car’s System and Software under a Platform (similar to a physical Platform) means that innovative updates can be efficiently developed and rapidly introduced into the Product and Services range. Revised processes supported by a continuous digital System engineering

supply chain and adjustments to Agile techniques will enable cross-functional and empowered teams to work in iterative and incremental cycles, based on modular reference architecture. They will also optimize vehicle and off-board platform development costs by re-using as many design components as possible, and by streamlining approvals. Processes for robust design Synchronization of milestones in project planning and development phases (S3/CF) The roll-out of the V3P approach and the strengthening of quality sequencing during the upstream phases has resulted in a complete rethink of the process of introducing innovations into vehicle projects. In order to incorporate more research and engineering project innovations upstream, better synchronization of these innovations with vehicle and parts project timetables was required, ensuring that they were integrated at the correct stage of the development cycle and that they were sufficiently advanced. A highly-prescriptive and entirely unified Renault/Nissan innovation management process (Alliance Project Review) was applied, ensuring robust transfer of technology from R&AE (Research & Advanced Engineering) to development. Handover is completed at the CF (Concept Freeze) stage of the vehicle project, i.e. , the stage at which the vehicle’s concept and technical elements are selected, determining the balance between cost and value to meet customer expectations. In 2018, the process was further improved by taking into account the impact of innovations on vehicle platforms and on electric and electronic architecture, to ensure that innovations with a high architecture impact are applied to projects as effectively as possible. Customer satisfaction plan: from reliability to customer satisfaction The 2022 customer satisfaction plan was defined in 2018 as part of the launch of the "Drive the Future" strategic plan. The objective is clear: building customer confidence in Groupe Renault’s brands so that by 2022, we will have a long-term position among the top three in terms of quality and customer satisfaction. Customers need to feel that we are attentive to their expectations. Groupe Renault’s sustainability and growth depends on their satisfaction in terms of products and services and on improving our image with future buyers. This is expressed in the form of OaO (Overall Opinion) or good opinion, which measures the image of brands and models that customers have when they want to buy a new vehicle within two or three years in a given country. A high level of trust makes it easy to position products at profitable prices, build customer loyalty and win new customers.

88 GROUPE RENAULT I UNIVERSAL REGISTRATION DOCUMENT 2019

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