France

Les premiers résultats dans la dernière EGT (Enquête globale transports) pilotée par Île-de-France Mobilités, l'ancien STIF, le syndicat des transports de la région ont été rendus publics.

As if to mark his difference and/or to highlight what might have opposed her to Thierry Bolloré (Renault's former CEO, recently laid off), Clotilde Delbos (appointed to replace him) began her interim period at the head office of the Renault group with a "profit warning": no, the return to positive cash flow in the second half of the year will not offset the €700 million negative cash flow of the first half; no, revenue will not be constant but will fall by 3 to 4% and the operating margin will be 5% rather than 6% as announced in July; no, the 2022 plan will not be implemented and it is urgent to redefine it so that everyone knows where he is going.

 

She did not just talk to the analysts. She also spoke on Tuesday in a video for employees to tell them that the "Drive the Future" plan had to be taken up again because the market has changed over the past two years and that "unfortunately, the situation did not improve during the summer" and requires that the strategy be adjusted to "get Renault back on track".

The show goes on and the last episode was the brutal eviction of Thierry Bolloré (Renault's CEO) on Friday.

 

This is willingly commented on as the counterpart to Saikawa's which would have been desired by the Nissans and - as some presume - agreed by Jean-Dominique Senard (Renault's Chairman) that the trio of leadership candidates should be put in the order he wanted to see prevail.
The government and the agency of state shareholdings ("APE3: Agence des Participations de l'Etat) which, after having wished for the Renault-Nissan merger and having favourably considered the Renault-FCA operation, seem to have finally understood since the beginning of June that the relaunch of the Alliance should be the priority given to J.-D. Senard would have validated the option. The undertaking would therefore mainly be a process of "de-ghosnisation" of the top management of the two companies necessary for a new start.

 

If this interpretation contains some truth, it is probably a little short, however.

For decades, private and public transport have formed an irreconcilable couple, an irreconcilable opposition.

 

The former were expanding spontaneously, allowing urban sprawl, eating all the space and generating pollution and congestion.        
It was then considered - not without reason - that it was imperative to organise the "modal shift" by taxing the car, making parking difficult and expensive and organising congestion. Conversely, public transport deserved to be massively subsidised and to be a priority in the allocation of state and local authority public speding as well as in the allocation of space. Through hard work, this dichotomous approach has finally achieved some success in major cities where the car has actually backed down.
However, due to the inability of these and other public policies (land and development) to contain urban land price growth and/or to match employment and residential location, urban sprawl has continued, mobility needs have increased, public transport has not been able to cover them, the number of vehicles per household has continued to increase and there are now two deadlocks.

 

Toyota a annoncé le 28 août qu’elle allait recruter 500 personnes sur son site d’Onnaing. Ces nouvelles recrues viendront porter les effectifs à 4 500 employés et correspondent à l’investissement de 300 millions d’euros annoncé début 2018 pour porter les capacités de production du site à 300 000 véhicules par an. La direction indique que les effectifs sont passés de 2 938 CDI en janvier 2018 à 3 150 aujourd’hui, avec un objectif à 3 600 d’ici fin 2020.

Le 25 mars 2019, Agnès Pannier-Runacher, secrétaire d’État auprès du ministre de l’Économie et des Finances et Virginie Beaumeunier, directrice générale, ont présenté les résultats 2018 de la DGCCRF.