Carlos Ghosn

Biography

Origin Lebanon ease, and born with the Brazil with Oporto Velho, Carlos Ghosn leaves with his mother for Beirut at the age 6 years and is provided education for at the Jésuite S until the end of his secondary studies. At the 17 years age, it flies away for the France and integrates the Polytechnic school, then the Mines of Paris.

In 1978, it is engaged by the group Michelin, where he becomes successively plant manager of the Puy-en-Velay, and person in charge of the department of research on the tires intended for the agricultural vehicles at the Michelin research center of Ladoux (Puy-de-Dôme).

Extremely of the five languages which he usually speaks (Arab, French, English, Portuguese and Spanish), he then works for Michelin with the Brésil, where he is named responsible for the operations in South America. In 1989, it is named chairman of Michelin the United States. In 1990, it organizes there the absorption of Uniroyal Goodrich.

It integrates Renault in 1996 as an executive vice president. It then has the responsibility for the activity of the group in the Mercosur, of research, engineering, the production and the purchases. Starting from 1999, it manages the acquisition of a holding of Renault in Nissan (36,8 %). It will occupy then positions of director general (1999), president (2000) and chairman (2001) within the Japanese car manufacturer.

Nissan Motor is at that time in great financial problems and symbolizes with it only the crisis of the Nipponese economy. At the edge of the bankruptcy and glaze of debts, the company is considered to be impossible to rectify by the giants of automobile industry, after the failure of the discussions with Ford and Daimler-Chrysler. However, Carlos Ghosn succeeds in drawing up a recovery package, reducing the debt of the company and making it reappear in less than three years, in spite of an unfavourable international conjuncture. In 2003, the debt of Nissan is entirely refunded, while its clear benefit progresses of 33 %. The Japanese company becomes the automobile group most profitable in the world, with an operating margin of more than 11 %.

In April 2005, it succeeds Louis Schweitzer while becoming chairman of Renault.

It then sets up a revival program baptized “Renault Contrat 2009” which is articulated around three main axes:

to sell 800 000 additional vehicles with a plan-product of 26 new models, whose first representative models are Logan MCV, Twingo II and Laguna III;
to carry out an operating margin of 6 % in 2009 (against 2,6 % in 2006 and 3 % in 2007);
to place the news Laguna (marketed at the end of 2007) among signal 3 in term of quality.

This last engagement, if it is reached, could be the first stage of the return of Renault in the high-end, somewhat forsaken after the failure of Vel Satis.

These objectives are declined within the various directions of Renault and touch each employee directly, with indicators making it possible to measure the performance level to be reached.

The plan made run much ink since its launching but only was finally disputed very little, in particular because of the clearness of the objectives. Following its advertisement, similar models were launched to the competitors of Renault, following the example CAPE 2010 at PSA, or of the plan of FIAT.

The year 2006 will remain according to the proper terms of Carlos Ghosn “one year ungrateful” insofar as Renault is strongly mobilized without still perceiving the positive repercussions of the plan. During this year, an internal study on the quality of management clarified a strong mobilization of paid around the plan, a strong confidence in management and a strong feeling of membership.

In October 2006, Carlos Ghosn is named honorary Chevalier commander of the British Empire. During this year also, the study for the moment abandoned of a new Alliance with an American northern partner (initially GM) causes the fear of the other world manufacturers. Alliance also studies the possibility of repurchasing Chrysler in strong lose speed but “how Renault and Nissan could make Chrysler advantageous, if Daimler did not reach that point”, says one at Renault.

At the beginning of 2007, so of better results of Renault are made for the moment wait before the launching of the new models, those of Nissan remain of a very good level with an operating margin of 7.7% in 2006 (light fall compared to 2005), in spite of what certain financial analysts could say

The Ghosn method

At Nissan, it founds an attentive listening of the employees of any level to solve the problems organisationnels : “ Instead of applying preconceived plans, it takes the trouble to listen to everyone and organizes work groups joining together of paid of various ranks and various cultures, in fact of the Japanese and the French. ” (Rizk Sibyl, the East the Day).

It abolishes the use with life, advance according to the seniority and the Keiretsu (participations crossed between the large companies and their suppliers). Nevertheless, it makes a point of personally explaining its step with his collaborators; while trying to not justify them by the reward, but by implying them and in the incentive to achieve quite precise goals.

Lastly, it sets up a policy of performance based on quality and the innovation and works for the transparency by the means of the communication: “ The reality of our mark is perception that our customers in ont. ”

He is regularly elected " To manage année" or " Better captain of industrie" by various store European and Anglo-Saxon businesses

Towards a political career?

Become an icon of the modern Management and international Capitalism, Carlos Ghosn affirms at the time of a visit in Lebanon that his “ method to save Nissan can be applied to Liban ”, even if it would require certain installations adapted to local specificities. “ It is among people who compose the company, the city or the country that the solution resides. The whole is to mobilize them around very clear, indisputable objectives (…) by integrating them in the process of the research solution. ”

Coming to a conclusion about the increasing Universalization economies, he affirms that the future is with the multicultural companies which seek to develop Synergie S, in the respect of the identities, and would see of a favorable eye creation of true a Common Market Arab. Moreover, according to him, the development and economic collaboration should be in the middle of the policy of the Arab countries.

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