This is the situation in which Renault today

You said that 2006 would be a white year for Renault, in the absence of new models. It is not a black year

You can the color as you want, but I am announcing enough objective things on the basis of a number of facts. It was announced for 2006 a year of near stagnation past three in volume and profitability that is estimated to be 2.5 of operating margin. It is a year in which we much work without seeing many results. It deploys a plan, working on new products and new technologies, and the results they will see on the second part of 2007, or even the year 2008. It is therefore rather a year investment, commitment and deployment, with acceptable results when compared with the rest of the sector. But, frankly, it is very, very far from the potential of Renault. Results, I consider 2006 as a year, there is not what parade, but this is a year where it happens much to make the plan a success.

The operating margin for the group rose from 5.2 to 3.2 last year and you want gradually go up to 6 in 2009. What are the stages of the path and the beginning of the road inevitably includes a new decline

The first half of 2006 is not a surprise, it is in line with the objective of operating margin of 2.5 for the year. Constructors that have the best results, we see it well, are those with the most new products. In a year like 2006, where there was virtually no new products, it was very difficult to improve our results. Add to this a fairly hard environment, with an increase in raw materials, energy costs and a trend of interest rates. Need to control, even if they are down to reset when new products come on the market. This is the situation in which Renault today. There is no surprise. For the operating margin, consistent with the 6 milestones are the following: 3 in 2007, and 4.5 in 2008, and 6 in 2009. Today, we are in line with the plan.

Of Nissan's contribution to the benefit of Renault began to lose steam, European sales are declining: where to find other redisseminators for profitability growth

In regards to Nissan, its contribution on the first half is very important and continues progress if you eliminate the exceptional elements. It is therefore far from shortness of breath. Nissan, it is true, through a period of hollow products, quite limited, since it stops end of September. However, I would like to not that the progression of the results of Renault is attributable largely to external contributions. The company must progress through its own efforts and it is obviously that we envision. What reassures me, is that been 2.7 margin on the first half of the year, even with declining sales. For the second part of the year, we have forecasts of rather stable sales in Europe and rising international.

Is the global automobile market harder and more tense this year than expected

By volume, not. We are rather an assumption of slightly more favourable than expected so far. Both in Europe and the North American market, even to the Japan. However, the mix degrades, much more that we thought: you have segments which record relatively high falls and others in progress. This is often conditioned by the costs of energy. And the market is very competitive, even more this year than in 2005. Today, there are costs which, inherently, laminent all manufacturers: aluminum, steel, precious metals are mount massively, but the sector's ability to pass these costs on the market is almost zero. Hence the need to absorb these increases of prices on profits.

What are the first visible results of your contract 2009 plan

There are now all the products we will launch. We now have a clear identity and a timing of arrival for all these models. I would remind you that we have provided 24 new products over the next three years. We know what they look like, target clients are already selected. Another important element, is that most of the plans of action underlying the commitments we have made are very clear. Workshop by workshop, you have contributions to the success of the plan contract 2009.

You have indicated that General Motors is an American icon, but Renault is also a French icon. Are the two cultures miscible

I do not think whether mix companies. In our experience of an alliance with Nissan, it was never mix. We have never tried to create a single company from two. Each still master his home guard headquarters and its Board of Directors, its brand and its products. But the two companies work together, develop synergies. In my mind, a possible enlargement of the alliance cannot be different, since all that is different, it does not work.

If the alliance takes place, is it not you divert two strategic plans in place for Renault and Nissan

That is the sine qua non and a criterion of evaluation of the expansion of the alliance. You need to know to what extent this reinforces the commitments already made for Renault and Nissan. If I noticed that this extension would weaken the performance of both short term and would be a distraction, the I do not. We are committed on very accurate results, the 2009 contract and "Nissan Value Up", not on the extension of the alliance.