Renault Group launches futuREady opening a new strategic era
RENAULT GROUP LAUNCHES futuREady
OPENING A NEW STRATEGIC ERA
Boulogne-Billancourt, 10 March 2026
“futuREady, our new strategic plan, is a crucial step in the future of Renault Group. In an environment that is even more competitive, we can build on solid fundamentals: our brands, our products and our financial results.
Since my appointment as CEO last July, we have been working with the whole team worldwide to develop a plan that will set the Group on the path to robust and sustainable performance, whatever the challenges ahead. Nine months on, I take great pride in what we have achieved together, set out in our futuREady vision.
The plan is based on four pillars. First, growth and products. We plan to launch 36 new models between now and 2030 and substantially transform the customer experience during the lifetime of our vehicles. Second, we will accelerate our technological roadmaps for all key technologies. We will also set highly ambitious goals for operational performance, with the widespread use of AI.
Finally, we will be implementing this plan collectively, as we have done for over 127 years. I am referring here first to our employees, but also to our dealers, partners and suppliers.
Together, through futuREady, we will show that we are here for the long term and we will become the reference for the European automotive industry on the global stage.”
François Provost, CEO of Renault Group
From success story to success system
In a global environment of growing volatility and increased competition, Renault Group is building on strong foundations to approach the next cycle.
Renaulution, the strategic plan launched in 2021, has placed the Group back among Europe’s leading car manufacturers thanks to:
With futuREady, Renault Group is seeking to become the reference European carmaker at a global level, building on four fundamental pillars: growth ready, tech ready, excellence ready and trust ready.
To achieve this, the Group is maintaining a strong base in Europe, using its platforms to hone its competitive edge and develop products that are even more closely aligned with customer expectations.
Moreover, it is stepping up the pace with a targeted approach in its growth hubs – India, South America and South Korea – all of which will contribute to its expansion
“ Becoming Europe’s reference carmaker means setting the ambition to design and produce in Europe products that are best in class in terms of desirability, technology and competitiveness.
In an increasingly competitive environment, this means combining performance and innovation with resilience and robust strength. This is what futuREady is all about.
At Renault Group, we know where we come from. Today, we know where we want to go, how and who with.
And all of this to better serve our customers, ultimately delivering clean, affordable mobility tailored to their needs, based on the strength of our brands and vehicles”.
François Provost, CEO of Renault Group
The futuREady plan, four cornerstones for sustainable growth
Renault Group's aim is to successfully complete its second product offensive, with 22 new models in Europe including 16 electric, and 14 models on international markets.
RENAULT
DACIA
ALPINE
The customer experience will play a key role in the strategy deployed by the three brands, as part of the product offensive and throughout the lifecycle of the vehicle. It will become a major driver of differentiation and loyalty. Every stage in the lifetime of the cars sold must provide strong perceived value for our customers and also become a source of revenue optimisation or profit for the Group and its dealer network, whether we’re talking about new vehicles, aftersales, used vehicles, financing with our captive MFS – Mobilize Financial Services – or energy.
Our ambition is to take full advantage of the potential offered by the 2 nd and 3 rd life of the vehicles, seeking to achieve a customer loyalty rate of 80% over a ten-year cycle by 2030 and the positioning of our brands among the top three in terms of customer satisfaction.
The technological transformation associated with this approach also aims to modernize our distribution system. It will notably include the implementation of a program called software‑defined retail, based on the digitalization of commercial processes and on the vehicle’s digital twin, which is expected to increase efficiency and target a 20% reduction in costs.
Electrification, software, digital technology and platforms are the key technological drivers that will enable the Group to compete with the best carmakers.
Engineering plays a key role in developing these technologies. In this area, the Group makes full use of in-house expertise and with our suppliers.
This new platform will be developed primarily in France and cut costs by 40% compared with the current generation of electric vehicles.
For electric powertrains, the batteries will implement two types of chemistry, meeting different customer requirements:
For hybrids (HEV), Renault Group will continue to extend its E-Tech technology beyond 2030 with new versions under 150 hp. It will also deploy this technology outside Europe, with a significant reduction in cost.
This dynamic will build on in-house expertise and strategic partnerships. Renault Group will continue to draw on the expertise of its international network of R&D centres to harness innovations and turn them into real breakthroughs.
In an increasingly volatile environment, Renault Group’s ambition is to compete with Chinese vehicle manufacturers in terms of innovation, cost and speed. This means faster product development, based on a 2-year cycle. All the Group's new projects are now developed with this objective.
Agile, resilient and even more efficient, Renault Group is making operational excellence a daily reality across the company, with a long-term commitment to its customers. The Group will focus on performance in the management of variable costs and maintain strict discipline on fixed costs, with a strong emphasis on productivity.
Deployed at all levels, this operational rigour will make it possible to reduce variable costs (COGS) per vehicle by around €400 per year on average, entry tickets of new projects by up to 40% compared to the previous generation, and while keeping SG&A stable over the medium term.
Thus, Renault Group will maintain a stable cash fixed‑cost base over the medium term, enabling prudent management of the break-even point. R&D, Capex and supplier entry tickets spending will remain below 8% of the Group’s revenue.
APPENDIX
Appendix 1 – Renault Group platforms
Appendix 2 - futuREady in a nutshell
CONTACTS
RENAULT GROUP Valérie GILLOT Rié YAMANE
MEDIAS +33 683 929 296 +33 603 163 520
RELATIONS valerie.gillot@renault.com rie.yamane@renault.com
RENAULT GROUP Florent CHAIX
INVESTORS +33 607 888 305
RELATIONS florent.chaix@renault.com
About Renault Group
Renault Group is at the forefront of a mobility that is reinventing itself. The Group relies on the complementarity of its three automotive brands – Renault, Dacia, Alpine – and its financial captive – Mobilize Financial Services – to offer sustainable and innovative mobility solutions to its customers. Established in more than 100 countries, Renault Group sold 2.337 million vehicles in 2025. It employs almost 100,000 people who embody its Purpose every day, so that mobility brings people closer.
Ready to pursue challenges both on the road and in competition, the Group is committed to an ambitious and value-generating transformation focused on the development of new technologies and services, and a new range of even more competitive, balanced, and electrified vehicles. In line with environmental challenges, Renault Group’s ambition is to achieve carbon neutrality in Europe by 2040 and worldwide by 2050.
More information : https://www.renaultgroup.com/en/
1 one-fifth today
2 Renault Group will be the first European car manufacturer to launch an SDV in Europe
3 EESM: Electrically Excited Synchronous Motor
4 The Renaulution plan led to an initial 50% reduction
5 Inbound control tower, outbound control tower and business continuity plan
Attachment