Renault-Nissan BV was created in 2002. It is a strategic management company under Dutch law jointly and equally owned by the two partners. Renault-Nissan BV was created to establish a common strategy and develop synergies within the Alliance. It hosts the Alliance Board of Directors that steers the Alliance’s strategic objectives and coordinates common Renault-Nissan activities.

Renault-Nissan BV hosts the Alliance Board, which steers the strategic objectives of the Alliance and coordinates the joint activities of Renault and Nissan. The Alliance Board is responsible for Alliance strategy in the medium and long term, and coordinates its work at international level. The decisions made by Board members are ratified at meetings.

Renault and Nissan run their businesses through their respective Executive Committees, which report to their Boards of Directors but remain in charge of day-to-day management.

Renault-Nissan BV manages two joint companies:

• RNPO (Renault Nissan Purchasing Organization), tasked with optimizing purchasing strategy,
• RNIS (Renault-Nissan Information Services), tasked with optimizing Alliance information systems.
  

Within RNBV, the Alliance set up a dedicated team in May 2009 to maximize synergies from both companies. It answers to the Alliance Board and reports directly to Carlos Ghosn and from a functional stand-point to the director of the business function concerned in each company.

The team comprises 16 members:  5 Alliance Managing Directors and 11 Alliance Directors.

The Managing Director of a global Alliance function is responsible for managing and overseeing this function.

The Alliance Managing Directors are responsible for the operations of both partners.

The Alliance Directors do not lead functions, but must ensure that their activities contribute to the development of stronger synergies. Alliance Directors may oppose any measures taken by Renault or Nissan that run counter to the development of synergies, referring the matter to the executive committee of the company concerned or even, ultimately, the Alliance Board.

This team is focused on the following priority areas: purchasing, industrial sourcing, common platforms and parts, powertrains, global logistics, IS/IT, research and advanced, zero emission business. Support functions, cooperation with Daimler.

The Coordination Bureau reports to the Alliance Board and coordinates the committees made up of employees from the two companies:

• Steering committees: propose priority topics to the Alliance Board, oversee the task teams, help to implement Alliance projects,
• Cross company teams: explore possibilities for synergies, draw up and supervise cooperation projects,
• Functional task teams: contribute expertise on processes, standards, management and information tools,
• Task teams are formed to review specific issues as they arise.