Last quote about Nissan
All quotes about Nissan
You can see that, that's real, it's not just a value coming out of a dyno, I think it's real. So from a performance point of view we're happy with what we're seeing so far.
Artificial intelligence is still way below the creativity of the human brain. Technology is not going to replace human beings, it's going to support you. It's more, 'I have a limitation and I want to eliminate this limitation by bringing this technology in.'.
There is no difference between what I think and what he thinks.
You can tell he's changing: 10-15 years ago, he might have been gruff and almost militaristic, but now as he evolves as a leader, he's much more diplomatic ... not so harsh.
There are still lots of things to be done inside the company in order to make its growth sustainable and lasting and solid.
I will be chairman of the board which means I will be supporting the management team, which will be completely accountable for the performance of the companies. I'm going to leave more space for the management teams to be in charge of the operation.
There are still lots of things to be done inside the company in order to make its growth sustainable and la sting and solid.
I will be chairman of the board which means I will be supporting the management team, which will be completely accountable for the performance of the companies. I'm going to leave more space for the management teams to be in charge of the operation. There are still lots of things to be done inside the company in order to make its growth sustainable and la sting and solid.
There's a moment when you have to pass the baton to someone else. I've always said I would love to have a Japanese person to be my successor and Saikawa-san is somebody I have been grooming for many years.
We are hungry for the podium, hungry for success.
This is an historic moment for Roborace and for the future of autonomous vehicle development. Seeing these two cars interacting at speed on a race track shows how fast the technology is progressing and how important a platform Roborace is for further development. It is so exciting to see these vehicles functioning without any human intervention, making their own decisions and taking appropriate actions in order to guide themselves around the track.
That means there is plenty of potential for Renault to continue to grow.
The key here though will be the mid-term plan, (which) will likely re-ignite interest in the stock.
The company's intensive recovery measures show the first positive trend in (its) financials thanks to the active contribution of every employee and partner in Avtovaz. Our goal is to reach the break-even point for operations in 2018.
We're going to have to make decisions on investment within the next two to three years. So obviously the faster the Brexit results come, the better.
We are going to increase investment, we are going to have lot of new cars coming, better batteries, better performance, lower prices.
We know exactly what we have in our engines.
The U.S is the second largest car market in the world … and we have to adapt to the evolution of the administration in the United States, not the other way around.
We will increase capacity in the years to come, and we will be waiting for the policies now … before making a decision.
Our position is one of working a lot with the authorities in France and in Europe, in total co-operation with them, but our situation is not comparable to that of the other companies.
Our strategy of product range renewal and geographic expansion, under way for several years now, has proven to be successful. It enables the Groupe Renault to progress significantly in terms of volume and market share in every region.
I have no reason to think that Renault cheated like Volkswagen.
It is a matter of justice and I do not interfere.
A number of anomalies were noted on Renault vehicles. The controls performed far exceeded the permissible standards. This is also the case for other carmakers to a different extent. So there could be other investigations.
It's not identical to the Volkswagen situation, or at least it isn't yet. It's an inconclusive situation. There's still work going on. In the case of Volkswagen, it was deliberate cheating. They knew they were doing this. It's not clear at all that that's the situation here.
I think 2017 should be a great year. I think we will see sensible economic growth, especially in the automobile industry … I believe we will establish a record for sales in 2017.
What has been stated by the president of the United States is 'America first' … We need to believe that the program has to do with American interest, and American interest consists of strong trade relations with Mexico.
We didn't think it was appropriate to reduce compensation while prioritising the company's recovery.
The alliance is on track with its overall convergence objectives, including engineering.
We are in a country which is riddled with debts, where public state functions take up nearly all the country's resources, a country with terrible debts which will have to face higher borrowing costs in the months or years to come. So, this is a country which is no longer investing. How do we make investments when we don't have money? My own view is that I want to restart on privatisations.
It's underway and will be published. We'll have the first results in December.
We will be asking the consumer fraud investigators and prosecutors to communicate any findings that will enable us to establish whether it's necessary to withdraw sales authorisations.
The consumer fraud directorate has alerted the prosecutor. So clearly we have taken action over this observation.
It is too early to know what's going on in the U.S.
We're not in a doom-and-gloom scenario.
We are prudently optimistic.
It was my decision. I had an offer but not a good enough offer that I could take it.
It's very clear that the decision will be made very soon. Concerned? Yes and no. Whatever the outcome is, nothing will change (me) as a person. Nobody is dying. That's the most important thing.
Hopefully we will announce something this weekend. There are still a few things we have to talk with people about and then we will announce who our (second) driver will be.
Jolyon has shown his hunger to develop with us as the team grows and we have been impressed with his increasingly strong performances on track as the season has progressed.
We are delighted to retain Jolyon as our driver for the 2017 season. Jolyon has shown his hunger to develop with us as the team grows and we have been impressed with his increasingly strong performances on track as the season has progressed. We are confident that the combination of Jolyon and Nico Hulkenberg offers a very promising driving force to meet our goals.
But I think when you have a technology that brings so much benefit that I don't think people are going to drop off … after one problem.
I can say I feel comfortable with the decision.
Then, after 2020 you'll have the driverless cars, the cars without the driver.
The most exciting technology is the combination of connected (cars) and autonomous (driving). Now the car becomes a mobile space, connected, where you can have a video conference, see a movie, talk to your kids or consult your doctor.
What we are seeing that in China what is really selling are the very low cost electric cars. This is where the market is moving.
I think our objective is to be on the market within in a couple of years.
We are at a price point where the sales are just not taking off. So what we decided is go after the market … we are developing a very cheap electric car. Cheap means involving a price point where these cars are selling in China which is about $8,000.
We had to make a decision on investment now.
It's under the form of safeguarding the competitiveness of the plans of Sunderland.
My problem is when I make a decision on investments for Nissan I make it knowing exactly what is the environment in which I am making these investments. And I have obtained enough clarification and reassurance from the British government to proceed with these investments.
I think I have a reasonable chance to be here ... I'm pretty confident of being on the grid next year.
I think the reason the decision has been delayed is that it's not clear at the moment who is going to take the seat.
The global automotive industry is at a strategic turning point, and the Renault-Nissan Alliance is pioneering the transformation in EVs, autonomous driving and connectivity features on mainstream, mass-market vehicles at affordable prices.
I really feel like I'm getting the most out of what I've got now.
The option that Renault has on me was extended by two weeks but it's run out. I'm a free agent.
As far as the other ones (team vacancies) go, we'll see what's on the table after that.
I'm just trying to do the best I can to take the second seat.
I think me and Kevin have overall done a good job for the team and got on really well with the team and worked hard for it but obviously one of us is gone.
The fact that Mitsubishi had many problems like this in the past means that the management did not go to the root causes, did not understand exactly what was behind this kind of behavior and, in consequence, it repeated.
As long as I have this guarantee ... I can look at the future of Sunderland with more ease.
This sends a strong message that it's not Nissan that's going to transform Mitsubishi, it's Mitsubishi that's going to transform Mitsubishi.
The techniques we've used to reduce engine capacities will no longer allow us to meet emissions standards. We're reaching the limits of downsizing.
You can't downsize beyond a certain point, so the focus is shifting to a combination of solutions.
It becomes apparent that a small engine is not an advantage. That's why we didn't jump on the three-cylinder engine trend.
They might be doing OK in the current European test cycle, but in the real world they are not performing. So there's actually a bit of 'upsizing' going on, particularly in diesel.
Eighty-five percent of [vehicles produced in Sunderland] goes to Europe, so for us, the trade relationship between Europe and the U.K. is extremely important.
I'm not confident of anything until I know what's going to be the rules. That's what we have said to the British government.
It's going to make the car more costly, but this is a cost that can be borne by larger cars, more expensive cars. For smaller cars, it's a killer, so it means that we're going to have to go for different kinds of technology, more affordable.
China will probably be the lead market for electric cars.
From there, we will really grow volumes very steeply.
We really think that electric mobility will take off by the year 2020, that's our judgement of the future. China will probably be the lead market for electric cars.
We should see some kind of stabilisation of the European market in 2017.
For us it would be very helpful if it were not to become a nail-biter but rather if there were to be concrete decisions that one can really adjust to.
The Sylpheo team of software developers and cloud engineers joining the Alliance will have a unique opportunity to work on our next generation of connected cars and other advanced technologies. They will be playing a critical role in this new era of tremendous change for the global auto industry.
"The Sylpheo team of software developers and cloud engineers joining the Alliance will have a unique opportunity to work on our next generation of connected cars and other advanced technologies". "They will be playing a critical role in this new era of tremendous change for the global auto industry".
Beyond 2025 there may be some manufacturers that completely drop diesel, because the cost of electrification will have come down significantly.
It might be one reason why Renault's earnings could be handicapped relative to Peugeot over the next few years.
But they're going to have to address the diesel issue and add more SCR content than others.
I recognize that we could have done this earlier.
Everybody is backtracking on diesel because after 2017-18 it becomes more and more expensive.
The prodcuers discussed their envisaged gross list prices increases for medium and heavy trucks. Simply speaking, these gross list prices are the basis for the prices in the truck industry. what the truck producers did was to coordinate with each other on increasing this gross list price of trucks.
There might be some years when we are down because the way you calculate is very linked to the product plan.
Obviously 4.3 billion euros is a conservative number. I think a reasonable target would be 5 billion euros.
Concerning Brexit, we are a little worried because of the uncertainty caused by the waiting and the consequences of the new status of the United Kingdom and the European Union.
The electric movement really is gathering pace, legislation demands that it does and the car makers are starting to see that customers finally are willing to buy electrified cars.
There's always space for people to be imaginative because legislation and rules doing the rounds, you know, they dictate certain things: headlamp height and safety, things like that, whereas a concept car shows people that this is what cars could be, this is what we can really, actually properly do if we're given the space to do it.
I've been told there is a code of good conduct. If it's not applied there will be consequences. If this council does not react firmly, the first decision will be to make general (shareholder) assembly decisions binding.
We don't want to anticipate on the (results of the) due diligence. he is still waiting on the results of the Japanese regulators' investigation into Mitsubishi Motors.
It is not an easy task to regain trust, so through the alliance with Nissan, we will be starting a path towards tackling this difficult task.
I believe this capital alliance will be appreciated by the consumers, business partners, shareholders, employees, and every stake holder who was concerned.
At Nissan, we are determined to preserve and nurture the Mitsubishi Motors brand, and we will help this company address the challenges it faces, particularly in restoring consumer trust in its fuel economy performance.
What we are very clearly demanding is that Mr Ghosn live up to his responsibilities with regard to his compensation for 2016.
Failing which we would be compelled to legislate.
The state has defended its own interests, just as it did with Renault and as it always will.
I'm a little bit skeptical when a carmaker…says we are going to be able to sell cars, autonomously driven, before 2020, in 2018, when the regulation is not ready. And we know the technology is still in a prototype phase.
It's probably going to be a season of two halves. The first half is going to be less competitive than the second but we are expecting to make significant progress during the year.
I think it would be foolhardy to write a team off with the calibre of people that Red Bull has in it.
Motorsports and sports cars are deeply rooted in the DNA of Groupe Renault. Earlier this month, we announced our return to Formula One with a Renault team, and today we are announcing Alpine. This is an exciting next step in our strategy to leverage talent and technology between road and track, and we look forward to reaching new customers in the sport premium cars segment.
Are we arriving after the battle? Not at all, because this market is not going to stop. Entering a market of 20 million vehicles a year is no bad thing for a manufacturer.
I can easily see the Daihatsu brand used in the same way that VW uses Skoda or Renault uses Dacia or Nissan uses Datsun as a low-cost, sub-premium brand to the core brand. That could be a very effective weapon against Suzuki in places like India ... if I were Suzuki that would sound like a risk to doing business with Toyota.
You've got to have a catalyst. Somebody has got to start and that is why policy is so really important in my opinion. If you can't quite see that economic just today, because look at commodity prices, they still quite low on occasion, but we know inevitably we can't continue because we have a finite resource in this world and we can't continue using three worlds worth of materials, at some stage that equation is going to stop.
Here and now, help us through this first period, create those conditions for the market to allow us to play and then for me it's all about designing away waste. The world continues to grow in population, we need to find the answers. That will come in my opinion through innovation and technology.
At the moment, commodity prices are moving – they fluctuate a lot, oil prices are down and so sometimes the economics don't stack up short term. But if we go back to the long term vision, which is developing those demand side measures so we really are attracting those materials into the market place to make that circular loop start to happen.
Today there's 800 million tonnes going to landfills which we waste. We bury material and energy in the ground. What we've got to do first is get the facilities, the infrastructure on the ground, locally, serving the populations, serving industry to extract that material.
There are two types of industry really. There are ones who get it, Already those large industries are making those changes, planning for the future. But there is another group that aren't doing that, they live in the past.
We see lots of new policy coming from Europe now which really tries to push that back to those industries – and they'll have a wake up call won't they – because if it costs them money, goodness me, they'll be designing away, future costs in their processes.
What you need to do is when you push out those materials – those really valuable materials – let's find a market for them. We need to make sure there is an active market, a viable market.
I don't think the current situation will have any consequences.
We will divest these shares only when they have returned to their normal price.
It's hard to believe that VW would have been the only one to have rigged emissions testing. I sold out of European car stocks at the end of last year and the beginning of this month after they had rallied, and I am not planning to get back into the sector.
It was almost inevitable that someone else would fall under the eye of investigators, it's just surprising it has taken this long.
Expectations of more ECB help were growing. But news like this is a cold shower for such expectations in a climate already (made nervous) by the China situation, geopolitical tensions in Korea and this morning's attacks in Jakarta.
There were searches at several Renault sites by fraud investigators. Management has not confirmed that it is about NOx emissions, but given the sectors that were inspected we think that it could be linked.
One of the biggest problems is people with bicycles.
They don't respect any rules usually.
Advocates of driverless cars often forget that people live next to roads and use them regularly, so safety must be prioritized especially when normal unpredictable and legal human behavior comes into contact with driverless machines.
These attacks were prepared by cells outside our national territory and with individuals unknown to our services. Even if some were known to us – because there was French involvement – they were not known for their implication in terrorist activities but because they were frequenting radicalised places of worship.
Despite all the challenges, it seems that with the removal of sanctions, President Rouhani's support, and partnerships with world-famous companies, Iran's car industry should get back on its feet.
The uncertainty we had in the market during the second half of last year and in the beginning of this year has been replaced with more stability and our customers had more confidence to actually place orders.
It is out of the question that Renault's shareholders should get richer while worker's families have nothing. And not just the families of the 1,000 at the plant but also those of parts supplies in this area; we can't let that happen.
Carlos Ghosn must first lower the price of the Laguna so they sell more and not focus entirely on profit margins and satisfying the shareholders and that way they'll retain the workers whose skills can be used to make future models.
It's quite clear that the economic situation is a challenge for all of us. But we also have to see our limits. We have to be very, very agile in order to overcome this kind of situation because we are not really powerful enough to change the economy in Europe at all.
The automobile trade is in crisis, but some manufacturers are trying to turn things around by launching new models and here is the ideal place to do so.
It's not finished. It seems that now it's a little bit better, a little bit more stable than two months ago, but I don't consider that this is finished. At any moment you may have another wave of instability coming.
Germany is the best market to see future upticks because the fundamentals for consumers there, such as high employment and wage growth, are better than elsewhere.
In oyster communities, there can be stronger and fitter individuals. They can defend themselves better against viral infections. So eventually we'll possibly cross-over the stronger specimens to obtain whole families of more resistant individuals.
Oysters grow in an open environment. Here for instance we're studying the role that a mix of 12 pesticides are playing in making pathogen agents more virulent and oysters even more susceptible to their attack.
You have the virus but then there's also pollution. Nitrates, pesticides, compost: everything ends up in the ocean. And then waste water from treatment plants that doesn't always comply with standards.
A vaccination isn't possible for shellfish. Bivalves are invertebrate animals. They lack the antibodies that are stimulated through vaccination, as is the case in human beings or land farm animals.
I was 20 years old when I experienced the previous wave of massive deaths in the sector. If I hadn't been an optimist then, now at 63 years old I wouldn't still be in the business. I'm going to keep on fighting for oyster farming. My children still work in the business. I really hope that my grandchildren will one day also work with us in the family oyster business.
The oyster farming cycle is three to four years. We suffer mortality rates of up to 80 or 90 per cent during the first year, when oysters are very young. Mortality rates are between 10 to 15 per cent in the second year. And then 30 to 40 per cent in the third year. At the end of the cycle, we can barely sell one out of every 10 farmed oysters.
The industry is very sick. Usually at a car show, the cars are the story. This year the economy is the story. There is a lot of over capacity in the middle part of the market. So companies such as Renault, Opel, and especially Peugeot-Citroen and Fiat, they are all have too many cars, too few buyers, especially because of the economic recession that seems to be setting in in Europe.
We were told that this factory at Rennes was the best in the group, but you can make a comparison between Rennes and the Renault plant at Vilvoorde in Belgium. Renault said that Vilvoorde was the best, in terms of quality, and look what happened to Vilvoorde, it was shut down.
Well Europe is coming back after five years of decline where the European market slid more than 25 percent. For the first time we have a positive forecast for Europe for 2014. It is not very big, a 1.0 percent increase after a 25 percent decline, but you know it is good to see an inflection in the European market. I think Europe will be on a slow growth mode for the car industry thanks to resuming consumer confidence. So I am cautiously optimistic about the prospect of the European market but nothing is going to be quick nothing is going to be significant for two or three years to come.
It is clear to us that being a global citizen – being able to operate seamlessly in multiple cultures and be effective at all levels of an organisation are the key leadership qualities that we look for.
China is maintaining a much higher growth of the BRICs, much higher because obviously it is the highest growth rate and I think in terms of investments in infrastructure, investments in education – which are the underlying forces of economic growth – they are doing a superb job. I think what Russia, Brazil and India are trying to do is to beef up their investments in infrastructures and education in order to catch up to the growth level they need or that they have the potential to have.
I think it is going to be a year of recovery; that is how I would qualify it. Recovery in Europe, recovery in Japan, recovery in some of the emerging markets which didn't have a great year in 2013 – like Brazil Russia and India where the car market was down. Recovery in the United States where the car market continued to recover to reach the level before 2013 that is how I would qualify it.
Without any doubt China.
This Renault factory is a win-win partnership, and we shall work for more plants on Algerian soil.
The Group still expects 2012 unit sales to exceed the level reached in 2011, provided that there is no further deterioration of the market situation in Europe.
His eyes are lively and shining: he's very enthusiastic, he transmits a lot of energy to you and he's a visionary.
We want to increase Portugal's autonomy in terms of energy, so that future generations can make their own decisions and we are not at the mercy of others, as we are today.
We want to make large scale availability of zero emission vehicles one of our main priorities in the short and long term.
The company is committed to becoming the leader in the world of electric vehicles and we are doing all we can to achieve that goal together with our alliance partner, Renault.
The autonomous car is based on technical modules. These modules are being prepared. In fact some of these modules you're going to see in the Infiniti cars, or the Nissan cars, or the Renault cars coming before 2020. But assembling all these modules to make the autonomous car? I think 2020 is a very reasonable date, and by the way I don't think ours will be the only one coming in 2020.
Here you have room for 3 icons (here there are only two, there is one double) so these icons can be configured by the customer who can use what he wants in terms of functionality and go directly to them. For example, here is 'Driving Eco 2', an application developed by Renault to enable our clients to improve the use of their vehicle.
So in fact the system is a multimedia system with navigation – digital music for your players, telephone, car functions such as 'Driving Eco 2' that we just saw and service applications; and here you have access to the 'R-link store' which allows you to access applications and load them to your vehicle. You may also find applications for fuel prices, it will tell you the cheapest petrol station on your route. It can also tell you where to find services.
Clearly today the trend is electric cars or hybrid cars. A few years ago – during the last car show -they were only concept cars, today these vehicles are on the road. But the recharging terminals for them are not common, which is a bit strange. However, these cars are in renting companies and used by people who car share. It's not the car for everyone though.
Here's our logic: we put together two strong companies and we create a very strong truck maker. We will become number one in Europe and number three in the world. By pooling our financial and technological resources, we create a real platform for future growth – internationally and globally.
First of all, we have created the basis to make the next-generation of Smart cars in a successful and economically sustainable way.
In the mid-term both Renault and Nissan will benefit from vehicles and powertrain projects that help us offer better products at a lower cost.
We use gyroscopes to actually keep the vehicle upright so it makes it un-tippable. You need a baby elephant to knock it over.
We must take all the consequences … from the incredible amateurism, and the indignity, and the attack against these men.
We are now going to see whether Renault and my client have the same assessment of the worth of what Mr Tenenbaum has suffered – professionally, personally and in terms of his health – over the three absolutely terrifying months he's been subjected to.
I was wrong, we were wrong, and after the conclusions given to us by the Paris prosecutor, it seems that we were cheated.
Fundamentally the company is healthy.
We aren't building our turnaround efforts on the basis of additional partnerships, because we deal with what we know and what we can control. But we are open to additional partnerships if they help us to move better and faster.
In a free world you can't impose limits on the size of cars and you can't standardise them. Consumers must have free choice on what they buy. And moreover, if there were no manufacturers of big cars, innovation in the production of smaller cars wouldn't advanced so quickly.
Taking into account that the number of cars will increase, that oil prices will increase, that the pressure on the environment will increase, the auto industry has no alternative but zero emission vehicles.
The priority (for Nissan Motors in Indonesia) is for the Indonesian market. If there is any room for more capacity it will be located for the domestic (market) rather than for exports, although cost is competitive.
We are happy sales have stopped plummeting. They've hit the lowest point and are starting to recover. But realistically sales this year will be the worst since the crisis the French industry suffered in 1997-1998.
Usually it's when you're making a loss that you tell the unions that there are difficulties and we anticipate big problems. Right now they're making big profits and so this is difficult, very difficult, for us to hear.
If the markets head south we're going to have to restructure our manufacturing capacities in Europe.
You have to strike a balance between company's resources and its results, it is better to do that when the wind starts to turn rather than when the storm arrives, because then you'd have to make much bigger decision, which we want to avoid.
Investment is the solution to the crisis. That is the best way support business, to save jobs today and to create jobs in the future, because France has lagged behind in investing in its future.
We'll come back to SMEs in a moment. Another concrete example in the industrial sector is steel. In France, Italy, Finland, and Spain the sector is very badly affected. How can we reverse this?
One last question. It is European SME Week and I want to start my own business, to become an entrepreneur, and I'm lucky enough to be talking to the Vice President of the European Commission, and the Commissioner for Industry and Entrepreneurship. What sector would you advise me to try?
Factories are closing, unemployment is increasing, SMEs (Small and Medium-sized Enterprises), aren't surviving the economic crisis. Is it all completely unavoidable or can we get out of it?
It's urgent because some sectors are very badly affected, I am especially thinking of the automobile sector. The great majority of European manufacturers have really suffered in this crisis. Carlos Ghosn, the CEO of Renault, said a few days ago at the opening of the Paris Motor Show: 'If things go on like this, Renault could disappear.
We'll finish with SMEs. I'll put myself in the place of an European entrepreneur today – we meet a lot of them on Euronews. They are confronted with many obstacles: administrative burdens, sometimes corruption, many difficulties. They feel powerless. There are also problems of bad debts, which is a real problem for SMEs. On these precise points, how would you reassure them, re-energise them?
So we can expect an action plan next year?
You have been talking about off-shoring. A few days ago you said in an interview that the wind was changing. On what concrete facts do you base this opinion?