. Dacia Renault [619543]

Faculty Of Business and Administration, University of Bucharest
BUSINESS CONSULTING MASTER PROGRAM

AUTOMOBILE DACIA SA

Influence of CSR strategy on company’s operations

2 Contents
1. Renault -Nissan Alliance ………………………….. ………………………….. ………………………….. …… 3
2. The Renault Group ………………………….. ………………………….. ………………………….. ………….. 5
3. Automobile Dacia ………………………….. ………………………….. ………………………….. …………… 8
3.1 The entities part of Dacia’s operations ………………………….. ………………………….. ……… 9
3.2 The Industrial Site of Dacia ………………………….. ………………………….. ……………………… 9
3.2.1 The Car Assembly Plant ………………………….. ………………………….. ……………………… 10
3.2.2 The Mechanical and Chassis Plant ………………………….. ………………………….. ……….. 11
3.2.3 The Logistic Direction – ILN-RIR Centre (International Logistics Network –
Renault Industrie Roumanie) ………………………….. ………………………….. ………………………. 13
3.2.4 Oarja Sp are Part Warehouse ………………………….. ………………………….. ………………… 15
3.3 The production system ………………………….. ………………………….. ………………………….. . 16
3.4 A CSR policy and practices ………………………….. ………………………….. ……………………. 19
System of Environmental Management ………………………….. ………………………….. ………… 21
3.5 Impact of the production process ………………………….. ………………………….. ……………. 22
3.6 Investments in the environment ………………………….. ………………………….. ……………… 26
3.7 The process of recycling ………………………….. ………………………….. …………………………. 32
3.8 Dacia ECO2 ………………………….. ………………………….. ………………………….. ………………. 33
References ………………………….. ………………………….. ………………………….. ………………………….. 38

3 1. Renault -Nissan Alliance

In 1999, Group Renault and Nissan Motor Company Ltd entered into a strategic
partnership, currently being the “longest -running cross -border partnership between two
major manufacturers in the automotive industry ” (GROUPE RENAULT
INTERNATIONAL, 2017) . At the moment, Renault has a 43.4 percent (fully voting) stake in
Nissan, and Nissan hold s a 15 perce nt (non -voting) stake in Renault (Figure 1) . Although it
looks like the power balance hangs in favour of Renault, both companies are acting in the
financial interest of the other, maintaining at the same time their individuality in terms of
identities and corporate cultures. This is mainly due to mutual cross -shareholding
investments .

Figure 1. The Alliance Structure
(Source: Group Renault)
Over the time and with the need to increase global competitiveness on markets
becoming more developed and exquisite, the Renault -Nissan Alliance has entered into
numerous strategic partnerships since its creation. The first one was in 2010, with the German
group Daimler AG – a cooper ation towards the development of vehicle platforms and
powertrain components (Figure 2) .

4

Figure 2. Partnership structure between the Renault – Nissan Alliance and Daimler
(Source: Group Renault Website)
Following in 2008 with AVTOVAZ , Russia’s largest car maker and owner of the
country's biggest selling brand, Lada. The objective was to increase the market share of the
Alliance and now Russia is on track to become one of the Alliance’s main growth drivers in
terms of sales and profitability. Afterwards, in 2013, a partnership was concluded with
Mitsubishi Motors for the reciprocal aim to expand the geographic coverage for their vehicles
and to exploit the production capacities of their plants (GROUPE RENAULT
INTERNATIONAL, 2017) .
At present, t he Alliance sells nine brands – Renault, Nissan, Mitsubishi, Renault
Samsung Motors, Infiniti, Venucia, Dacia, Datsun and Lada (GROUPE RENAULT
INTERNATIONAL, 2017) .
Although the main goal of the Alliance concerns the increase of economies of scale
for both companies, through the standardization of parts and modules invisible to customers
and keeping diversity in design and flexibility in manufacturing, a point of interest regards the
R&D strategy which had a significant impact on the operations, also building a CSR strategy
directed especially toward reducing the negative impact of cars on the environment, not only
in terms of emissions but also in terms of recyclability of components.
Nowadays, this is the only automotive group that offers a full range of zero -emission
vehicles, from small urban cars to famil y sedans and commercial vehicles. Consequently, i n
2016, the Alliance ( together with Mitsubishi Motors) announced a sale of 9.96 million cars in
nearly 200 markets, from which 424,797 were electric vehicles, making it the undisputed
leader in zero -emission mobility (GROUPE RENAULT INTERNATIONAL, 2017) .

5 2. The Renault Group

Renault is a multi -brand international group composed by Renault – global brand ,
Dacia – regional brand and Renault Samsung Motors – local brand, located in South Korea .
The group as a whole, has 36 production sites where more than 120,000 people are
working. In 2016, the total sells amounted 3.2 million vehicles across 127 countries
(GROUPE RENAULT INTERNATIONAL, 2017) .
The Renault Group in Romania has over 16,000 employees and carries out the whole
range of automotive -related activities: market and product studies, design, design, testing,
manufacturing, marketing, after -sales services. Renaul t Group Romania is formed by:
 Dacia Vehicle Plant (UVD) (also called the Car Assembly Plant)
 Dacia Mechanical and Chassis Plant (UMCD)
 Alliance International Logistics Network (AILN)
 Renault Technologie Roumanie (RTR) Engineering Center
 Renault Design Central Europe (RDCE)
 Oarja Parts Exchange Center (CPS)
 Renault Services Roumanie (RSR)
 Renault Commercial Roumanie (RCR)
 Renault Credit International (RCI)
Over time, Renault has earned a reputation as the most consistently innovative
carmaker in automotive history, currently being Europe’s leader in the electric vehicle sector.
The Group has a highly developed corporate social responsibility policy that takes
into account several components, starting with their ethical code and contin uing with mobility
and road safety, environment and human capital. All of these are influencing the way in which
operations are carried out within the group, but maybe the most important is the impact on the
environment.
“Renault was the first carmaker to make a public environmental commitment to
shrink its global carbon footprint .” (GROUPE RENAULT INTERNATIONAL, 2017)
Basically, the strategy of the group is to reduce the negative impact on the environment at all

6 lifecycle management stages. In order to achieve this, attention is paid to the full life cycle of
the vehicl e from conception to recycling. T hree key issues here are that :
 the production facilities of the group own the ISO 14001 certification1;
 the group has achiev ed a recycling rate of 95% including materials and parts
for each vehicle ;
 the launch of ECO2 label – an eco -driving program.2
The group turns to the Life -Cycle Analysis3, or LCA, in order to obtain an accurate
view of the environmental impact of a vehicle throughout its life and from one generation to
the next, starting with extraction of raw materials and proceeding through the manufacturing
process through to marketing, use and end -of-life recycling.
The environmental footprint of products and services in the automotive industry is
measured through five major types of impact (GROUPE RENAULT INTERNATIONAL,
2017) :
 Acidification , i.e. an increase in acid substances in the atmosphere, resulting
in acid rain and acidification of the oceans ;
 Depletion of resources , such as minerals, water, and non -renewable energy
sources (oil, coal) ;
 Climate change , caused by greenhouse gas emissions and leading to extreme
climatic events and an increase in seawater levels, for example ;
 Production of photochemical ozone , a pollutant that can cause lung ailments,
for example, when it peaks during the summer months ;
 Eutrophication , i.e., the introduction of excessive quantities of nutrients in
aquatic environments, causing a proliferation of algae, s ome of which is toxic and
can asphyxiate aquatic animal life .

1 The ISO 14001 Environment Management System (EMS) standard is an internationally recognised
environmental management standard . It is a systematic framework to manage the immediate and long term
environmental impacts of an organisation’s products, services and processes and acknowledges the
performance level attained by a company in the environment policy field.
2 ECO2 is based on driving aids such as R -Link conn ected services plus driver training, gives drivers an active role
in reducing their carbon footprint. On internal combustion vehicles, using all Renault’s Driving ECO2 systems
can reduce fuel consumption and CO2 emissions by up to 25% depending on driving conditions and the
motorist’s usual driving style.
3 It is an international methodology, meeting the ISO 14040 standard

7 Consequently, with regard to the environment, policy implements five priorities.
These cover all of Renault's business lines, programs and areas. Industrial environmental
objectives cover the fi ve priorities and are carried out through industry master plans and the
environmental management system, certified by ISO14001, mentioned above.
The priorities are (Group Renault , 2017) :

Climate change and
energy efficiency
Resources and
competitive circular
economy
Health of ecosystems
Innovative mobility
services and systems
Environmental management,
transparency and accountability
of communications and
dialogue with stakeholders

8 3. Automobile Dacia

Automobile Dacia is the largest Romanian car manufacturer, Dacia being Group
Renault’s regional brand, mainly focusing on European markets, but enjoying much
appreciation even beyond its borders.
The company was founded in 1966 with public capital, the communist authorities
concluding an agreement with Renault through which Dacia could produce its own cars under
Renault license for specific car models. Afterwards, there were designed and manufactured
Dacia’s own prototypes.
In the beginnings, the compan y has enjoyed great success because of the modernity
and reliability of the cars it produced. However, the 90’s confirmed a slow but steady decline,
caused by the company’s poor attempt to produce cars by its own designs although they were
based on old mod els, the fast development of technology and the industry the industry itself,
combined with the changing preferences and expectations of the Romanian car purchasers
who now had more freedom to travel abroad as the country had been released from the
communi st regime, and consequently could experience driving cars that were not common in
Romania.
In 1999 the privatization process started and Renault acquired 51% of the capital,
currently owning 99.43% of the capital of Dacia. Since then, Renault invested more than 1.9
million euros in Dacia, deploying an extensive program of modernization and innovation,
including the restoration of the industrial plant, the reorganization of the network of suppliers,
the reconstruction of the commercial network, sanitatio n activities and training of employees.
According to the rating made by Ziarul Financiar for 2017, Automobile Dacia is for
the third consecutive year the largest company in Romania, in terms of turnover, also
occupying the 4th place in "Top 100 most valuab le companies in Romania". The company's
value was estimated at 2,170 mil. Euros (9.77 billion. Lei), this suggesting an 11% increase
over the previous year. The market share of Dacia in Romania is 31% and 2.8% in the
European market.

9 3.1 The entities part of Dacia’s operations
The process of production must be seen from Automobile Dacia’s perspective, but
also from the perspective of belonging to the Renault Group. On the map shown below all
entities involved in the process of production and commercializat ion of the Dacia Range, if
they belong to the group or to Automobile Dacia and localization.

Figure 3. Entities part of Dacia’s activity (entities represented with green belong
to the Dacia Group and the ones represented with orange to the Renault Group)

3.2 The Industrial Site of Dacia
The Industrial Site of Dacia (DIS) is located in the Arges County, near Mioveni, at
about 120 km in the northwest of Bucharest, and 15 km away from Pitesti, the capital city of
Arges.
Matrițe Dacia
Presate Dacia

The Car Assembly Plant
The Mechanical and Chassis
Plant
The Logistics Direction
– Comprises the AILN

Spare Part
Warehouse Titu Technical Centre
(part of RTR)
Renault
Technologie
Roumanie
Renault Design
Central Europe
Renault Comercial Roumanie
Renault Services Romania
Renault Crédit International

10 DIS is composed by the Car Assembly Plant, the Mechanical and Chassis P lant, the
Logistic Direction and the Spare Parts Centre, covering a surface of 158.17 ha.

Picture 1. Dacia Industrial Site at Mioveni

3.2.1 The Car Assembly Plant
The Car Assembly Plant produces vehicles and spare parts for the Dacia range of
vehicles. The Vehicle Factory also manufactures Logan and Sandero components for eight
other plants in the world (Russia, South Africa, Iran – 2 factories, Brazil, Colombia, Morocco
and 'India).
The main activities of the Vehicle Factory are as follows:
Picture 2. The Car Assembly Plant

11  Pressing – is the first stage of the production process and consists of transforming the
raw material, delivered as steel sheet, into car body parts.
 Bodies – the parts obtained above are assembled by spot welding to create the car
body, together with mobile elements, for all types of vehicles produced;
 Painting – the third stage of the manufacturing process, aims to protect the car body
against corrosion and to achieve the finishing according to quality requirements. 8 kg
of paint (water -based paint) are necessary for painting a car body, including vehicle
bodies, spare parts and accessories.
 General Assembly – the mechanical elements are assembled and instal led (the engine
set, the rear bridge), as well as the driving unit, mirrors, inner and outer elements of
the vehicle (carpets, seats, lights etc.).
 Energy Environment Heritage Platform – here takes place the management of the
environment, in other words, t he impact of the production process on the environment
– the management of energy, fluids and waste.
The Car Assembly Plant operates currently at a rate of 1,300 vehicles per day, which
means 60 vehicles per hour (one car comes out of the assembly line eve ry minute).
In 2016 , the plant produced 320,239 cars and 42,371 painted car bodies, which were
dispatched to Renault plant in Algeria. During its 49 -year lifetime the plant produced 8
different models: Dacia 1100, Dacia 1300, Dacia Nova, Dacia SuperNova, D acia Solenza,
Dacia Logan (with the sedan, station wagon, waggon and pick -up versions), Dacia Sandero
and Dacia Duster, totall ing almost 6 million vehicles.

3.2.2 The Mechanical and Chassis Plant
The Mechanical and Chassis Plant covers a wide range of activities: manufacturing
of aluminium raw parts, engine and gear box machining and assembling, part machining and
assembling of front and rear half -axles, pressing and welding of shafts and GMP (Moto
Propeller Unit) frameworks for vehicles in Dacia, Renau lt and Nissan brands produced
worldwide (Dacia Group, 2017) .
Dacia Mechanical and Chassis Plant is organized in four manufacturing departments
(including 124 production lines): Aluminium, Engines, Gear boxes and Chassis .

12 The A luminium Department includes 2 foundry workshops for aluminium under
pressure, the largest foundry in the country and within Renault Group worldwide, two
machining workshops and three maintenance workshops. The foundry capacity is 25,600
tonnes/year. The a ctivities include machining mechanical engine parts, phosphating against
seizure, and heat treatment of mechanical parts and treatment of waste water.

The Engine Department mission consists of manufacturing and machining
components for engines and assembling gasoline engines, K7J (1.4 l) and K7M (1.6 l),
equipping Logan and Sandero ranges, and H4Bt (0.9 l) available on the new models: Logan,
Sandero, Sandero Stepway and Clio 4. The activities include machining mechanical parts for
boxes and transmission speeds, heat treatment, surface coating, gearboxes and transmissions
assembly, wastewater treatment.
The Gear Box Department’s activity is divided into two sectors, JHx gear boxes and
TLx gear boxes. Part of the TLx gear box production is supplied to Dacia Vehicle Plant for
the Duster range and more than half of the production is intended for export to Renault and
Nissan plants. The activities include machining of mechanical parts for TL gear boxes, heat
treatment, assembly, wastewater treatment.
Picture 3. The Mechanical and Chassis Plant

13 Chassis Department includes six distinct activities: machining, assembling, pressing,
wilding, curbing – forming and cataphoresis. The installed capacity is 2,074. 686
vehicles/year.

3.2.3 The Logistic Direction – ILN-RIR Centre ( International Logistics Network –
Renault Industrie Roumanie)
The Logistics Direction (LD) in Romania ensures the proper operation of the part
ordering/supply and transport process for the manufacturing of vehicles and mechanical
machinery in Dacia plants at Mioveni, as well as in the Renault -Nissan plants producing
vehicles in the Global Access range (Logan, Sandero, Duster, Lodgy, Dokker) internationally.
LD also serves the Commercial Direction by organising and dispat ching the final products
(new vehicles) to the concessionaire network in Romania and abroad.
LD comprises the following activities and organisational structures (Dacia Group,
2017) :
 AILN Mioveni (Alliance International Logistics Network) organised in three
departments: Industrial Logistics, Operation, Quality and Engineering,
 Department for Package/Vehicle Transport (CLE) and Administrative
Reception
 Department for PHF Tertiary Logistics and Package Repair
 Audit and Process Organisation Department
 Human Resources Department
 Monozukuri Logistic Programme

14

Picture 4. ILN – RIR Centre

The most important is, of course, the AILN (Alliance International Logistics
Network) which manages the export to the entire commercial network counting 23 plants with
parts for vehicle manufacturing ( Russia, Morocco, Iran, India, Brazil, South Africa,
Columbia, Argentina, Algeria, Slovenia, Turkey and South Korea).
“AILN Mioveni platform manages a total o f 17,480 system references for all clients,
which stand for necessary parts for manufacturing vehicles in the Global Access range, in
various versions. To ensure the supply of these parts, the AILN centre is in permanent contact
with 616 suppliers, of whic h 100 are located in Romania and 516 abroad” (Dacia Group,
2017) .
In 2016, 2,637,036 m³ of parts were dispatched from AILN Mioveni – the equivalent
of 1,400,239 assembled vehicles, and between 2005 -2016 AILN Mioveni dispatched almost
15 million m³ of parts which contributed to the assembly of more than 7.5 million vehicl es in
Renault – Nissan Alliance plants worldwide (Dacia Group, 2017) .
The Vehicle Dispatch Centre (Centre Livreur Expéditeur – CLE) is also of great
importance as it is in charge with the storage of ready vehicle in the logistic park from
Mioveni and their dispatch to the dealer network. After several legal and commercial
procedures for the purpose of the delivery, vehicles are transported by road, rail and sea,

15 depending on their destination. Every week, the CLE dispatches an av erage of 570 trucks,
with a loading capacity of 6 -9 vehicles each, and 11 -15 trains, caring between 224 -293
vehicles, depending also on the destination country and the type of vehicle (Dacia Group,
2017) .
“The number of vehicles dispatched in 2016 was 320,913, of which 33,407 vehicles
to 74 concessionaires in Romania and 287,506 vehicles delivered for export (to 87
destinations). In addition in 2016 CLE dispatched 23,509 trucks with 170,988 vehicles and
567 trains loaded with 149,480 vehicles, as well as 445 special vehicles delivered by 249
trucks ” (Dacia Group, 2017) .

3.2.4 Oarja Spare Part Warehouse
The Spare Parts Centre is located outside the DIS, but only 28 km away, and it ranks
fourth in size amongst Renault's warehouses, being the largest distribution centre for spare
parts and accessories available to the Group outside France.
The centre ensur es the distribution of original parts in the Dacia – Renault – Nissan
commercial network in Romania, as well as for Dacia commercial networks in 33 other
countries, managing over 70 000 references (types of parts) belonging to all three brands
(Dacia Group, 2017) .

Picture 5. Oarja Spare Parts Centre

16
3.3 The production system
Since the privatization of Dacia, Renault has invested heavily in developing the
platform in Mioveni, the current goal being to bring Mioveni in the top 5 of the largest and
most important industrial platforms of the Renault Group in the world by 2020 (0-100
Hotnews, 2015) .
Today, the plant produces at full capacity setting a new annual production record as
the years go by and periodically renews its model range completely. Although the company is
trying to automate the production process more and more to increase the product quality also
to reduce the production time, without reducing staff, the company still cannot fully face the
growing demand for vehicles.
The process of mass -producing a new car starts not with the pr oduction itself but
with the designing of the new vehicle. At Renault Design Central Europe (RDCE)4, situated
in Bucharest, 30 creative engineers are working towards designing the concepts of Dacia
models among other. Here, the design is related more to th e development of the appearance
and to the ergonomics, while at Renault Technologie Roumanie (RTR)5 more than 1400
engineers develop and adapt the vehicle projects coming from the RDCE, as well as
mechanical parts and assemblies, for the Dacia range, which will be manufactured in multiple
versions worldwide. RTR is also responsible for the preparation of the manufacturing
processes taking place at the Industrial Site of Dacia in Mioveni and the other factories of
Dacia. After the specifications for the new vehicle are defined and load simulations are
carried out, a scale prototype is build and undergoes among other things aerodynamic testing.
Following that, a full scale mock -up and prototype are built and the specifications designed
and simulated earlier ar e now put to the test.

4 RDCE, which is located in Bucharest, is part of Renault Groups's network of design centres, being its only
design centre in Central an d Eastern Europe.
5 RTR is part of the Renault Group's global engineering network, being the only automotive centre in Eastern
Europe and Renault's largest engineering centre outside of France, with over 2,400 engineers working in
Bucharest, Titu, Pitesti and Mioveni. RTR operates in four locations:
 The design offices are in Bucharest
 At Titu, where there is a full testing centre
 In Pitesti, Dacia Matrite teams produce stamping machines
 In Mioveni, the RTR teams support the Dacia plants

17 All simulations take place at Titu Technical Centre6, providing the RTR engineers
with the latest test technologies and means to test vehicles and components in different phases
of projects in various climatic and road conditions. A network of ten track types, such as fast
track, city track, sloping slopes, underwater body stones projection areas, water baths, with a
total length of 32 kilometres . In addition, the centre has several tens of test benches for whole
vehicles, but also f or vehicle components or mechanical components (motors, gearboxes or
subassemblies thereof), reproducing extreme operating conditions to which a vehicle may be
subjected over the years of use: very high or very low temperatures, wind etc. The car or just
some components are exposed for hours on sun or cold simulators, rain cabins of varying
intensity, or go on for several months on rolled autopilot, which activates the clutch, gearshift
and acceleration, just like a pilot running on different routes. This s tage is very important
because it simulates intensive use, equivalent to several years to a real customer, in a much
shorter time. Following the tests, all necessary adjustments are made for the vehicle to fit into
the parameters, and after that, the proce ss continues in Mioveni, at the Industrial Site.
Here, the first stage of the actual production of the car starts at the Car Assembly
Plant in the Pressing Department where metal sheet is transformed into body parts with the
help of 114 manual presses and a fully robotic line. The pieces thus obtained reach the Body
Department where they are assembled to form the vehicles. Three different assembly streams
work concurrently – one for Duster, another for Logan, and the third for Sandero, Sandero
Stepway and MCV. The first part of the assembly lines is common to all three streams, which
has provided flexibility in managing the construction of multiple models, being cost -efficient
at the same time . Finally, wear defects are corrected and the last retouching is done, and then
the body goes to the Painting Department, where undergoes corrosion -resistant coating
treatments, and painting, according to a wide palette of colours . Subsequently, the body goes
to the General Assembly Department – on the ground line, where all the interior and exterior
elements such as upholstery, chairs, board, windshield, safety belts, ornaments or headlights
are mounted. On the suspended assembly line are mounted simultaneously the mechanical
components that go under the body and consist basically in the assembly of the engine –
gearbox -exhaust line and the ground connections with the rear axle / front axle, together with
the breaking system, suspens ions, and wheels. The logo is the last item to complete the final
assembly and it varies depending on the country to which it is exported.

6 The Technical Cent re from Titu is part of RTR, currently being the second test centre of Renault in the world,
in size, with an area of 350 hectares.

18 The car undergoes a serial of trials before being issued a certificate the warrants the
quality of the build and jus t afterwards it is sent to the Vehicle Dispatch Centre, which deals
with the delivery of cars in the country and abroad.
Following the Life -Cycle Analysis, Dacia consider s three sustainable development
pillars – the economic profitability, the social welfa re and last, but not least, the
environmental protection.
The life duration of a vehicle is complex and long, and it is influenced along the way
by many actors and factors. For the company the life -cycle is split into five stages as shown
below:

STAGE ROLE PERFORMED BY
Design Creating a vehicle in terms
of design and technical
equipment  Renault Design Central Europe
 Renault Technologie Roumanie
Production Processing of raw
materials, parts
manufacture and vehicle
assembly  Car Assembly Plant
 Dacia Mechanical and Chassis Plant
 Spare Part Centre in Oarja
 Matrite Dacia
 Presate Dacia
Distribution It lasts since the
production completion of
the vehicle, till handover
to the client  The Logistic Direction – ILN-RIR
Centre
 Renault Commercial Roumanie
Use of the
vehicle by
the owner the longest period with
impact influenced by
driving behaviour, the
quality of used spare parts  Dacia Services

19 and fuel
Recycling The vehicle is disposed of
and handed over to
specialized entities for
collection and recycling  Collection centres agreed by Dacia
 The landfill site from Davidesti

Tabel 1. Vehicle life -cycle

3.4 A CSR policy and practices
Undoubtedly, progress also entails negative consequences, such as climate change,
soil erosion, increasing the amount of garbage, chemicals that infiltrate the soil, air and water.
So is the case of vehicle production, and, in order to get a n accurate view it is
advisable to address this issue from three perspectives: methods of production, residues and
finished vehicles.
The use of "clean technologies" or practices to support environmental objectives may
involve changes in operating processes to prevent or reduce pollution directly at source.
The production process can greatly affect the environment when evacuating the
resulting residues both during and at the end of the process – air emissions, effluents or solid
waste. If clean technologies are used for production, subsequently the quantity o f harmful
residues is smaller.
Companies are increasingly investing in the technologies, processes or equipment
needed to collect and remove pollution or pollutants after their production, to prevent the
spread and measure the degree of pollution caused by its operational activities , to trea t and to
evacuate the pollutants .
Not least, the impact a vehicle has on the environment should also be analysed, as it
represents a stand -alone technolog y that creates its own effects . The upgrade of a prototype
means first of all further research and development of the vehicle design, which should be
environmental friendly in terms of visuals, noise and gas emissions, and prone to recycle, but
remain at the same time a reliable and high quality car.

20 Because all of the above imply extra investments and changes in production
processes, as well as additional costs, most companies consider them to be socially
responsible actions and integrate them in CSR strategies.
Dacia’s Environmental Policy respects the principles of Renault's sustainable
development strategy. The company says its commitment to the environment is based on the
following principles (Automobile Dacia SA, 2016) :
 Optimization of energy consumption and atmospher ic emissions;
 Appropriate use of raw materials;
 Reducing waste at source and maximize value;
 Prevention of soil and groundwater contamination;
 Keeping water consumption and aqueous discharges under control in
the aquatic environment;
 Preventing accidental pollution;
 Reducing sound and olfactory noxes;
 Keeping chemical risk under control;
 Implementing optimal transport solutions for employees.

On this basis, each entity of the platform sets its own ob jectives for improving its
most significant impacts on th e environment (Automobile Dacia S.A., 2008) :

21

Table 2. Environmental objectives of the entities part of the Dacia Industrial Platform

System of Environmental Management
Dacia Industrial Site is certified ISO 14001, a certification which is mandatory for
the entities part of the Renault Group, obtained in 2005 and held until now. Annually, on the
Dacia platform, at the AILN Logistics Centre, the landfill site from Davidest i, Dacia Moulds,
Presate Dacia, and Oarja Spare Part Warehouse, the ISO 14001 Surveillance Audit is carried •Ensure compliance with labelling and chemical retention instructions.
•Respect VOC / auto emissions values of 4.4 kg / veh.
•Control and reduce electricity and water consumption.
•Reduce suspended solids and chemical oxygen consumption by meeting
regulatory requirements of 35 mg / l MES, 70 mg / l COD and 2 mg / l HC.
•Ensure respect for waste sorting. ENVIRONMENTAL OBJECTIVES of the Car Assembly
Plant
•Ensure compliance with labelling instructions and chemical retention.
•Control the reduction in electrical energy consumption.
•Reduce the consumption of industrial liquids.
•Ensure respect for waste sorting. ENVIRONMENTAL OBJECTIVES of t he Mechanical and
Chassis Plant
•Ensure compliance with labeling and chemical retention instructions.
•Ensure respect for waste sorting.
•Reduce the consumption of natural gas.
•Reduce power consumption.
•Reduce water consumption. ENVIRONMENTAL OBJECTIVES of ILN -RIR
•Ensure respect for waste sorting.
•Respect and reduce the consumption of production electrical energy.
•Respect and reduce water consumption.
•Respect the values imposed by the environmental authorization and the
authorization for water management (suspended matter 60 mg / l, chemical
oxygen consumption CCO -Cr 125 mg / l and CBO5 25 mg / l).
•Ensure compliance with labelling instructions and chemical retention.
•Respect and reduce the consumption of industrial fluids. ENVIRONMENTAL OBJECTIVES of Matrite Dacia

22 out, certifying that the System o f Environmental Management (SEM) complies with the
requirements of the ISO norm, ascertains progress and determines its level of effectiveness.
The main objective of SEM is to prevent accidental pollution while minimizing
environmental impact.
The construction of the SEM at Dacia started in the first stage with environmental
analysis, which implied the identification of all the activities that take place on the industrial
platform and their effects on water, soil, air, produced waste, noise, Smell and visual
appearance. These issues have been classified according to their importance and, for their
treatment, a plan of actions has been launched for each sector of the platform, which aims at
meeting the environmental objectives Dacia has proposed.
Every year, the Environmental Program changes depending on the factors that
influence the platform's activity, such as changin g regulatory requirements, modifying
installations and equipment, the occurrence or disappearance of certain activities, etc.
The Environmental Statement – a guideline in the field of environmental protection ,
published by Dacia in 2008, presents the Envir onmental Progress Plan, which is valid for 10
years until 2018. Annual Environmental Programs are guided by this Progress Plan and set
SMART objectives for each activity7.
The company does not only improve its technological facilities, but also forms its
staff for environmental purposes to achieve objectives and continuous progress.
Another very important aspect in this respect is the relationship with the suppliers,
subcontractors and service providers, who are directly involved in protecting the environm ent
by the nature of their services. Each external party is given a specific document entitled
“General Specifications” which contains environmental related rules that need to be respected
and only if they can comply to these requirements the collaboration s with Dacia starts.

3.5 Impact of the production process
In the Environmental Statement are mentioned the natural resources used in the
Dacia plants: water, electricity, gas, oil. In addition, the production also needs external
resources, namely metal s heet, parts and equipment for the vehicle's interior, chemical

7 See Table 2. The objectives set for each year assume a fit in specific time periods and quantities. In Table 2 are
presented the general objectives, to which the mentioned characteristics are added annually.

23 products. The Statement also explains how the company deals with possible risks of
pollutions and waste.
The major risks for Dacia plants identified through environmental studies are :
 fires;
 atmospheric emissions related to the burning and discharging of fire –
extinguishing water;
 storage of liquid chemicals. These products present a fire hazard, a spill on the
ground, in the plant's storm sewer system or in the Doamnei River.
Under normal oper ating conditions , Dacia plants have established and formalized
operating procedures to avoid pollution risks associated with the handling of chemicals and
the operation of hazardous installations managed by the following procedures:
 the waste management pr ocedure , which defines the method of sorting at the
source, deposition and disposal of waste;
 the chemicals management procedure , which defines the way in which
chemicals are managed and handled;
 the procedure for identifying significant aspects of the environment .

WATER AND LIQUID DISCHARGES
The wate r administration is assured by Water and Labor atories Office (WLO) . The
water is taken over from the Targului River, it is made drinkable and stocked in distributing
reservoirs. The treated water on the platform is used for: technological processes (cooling in
loop circuits, producing warm water and steam), domestic need s of the platform and drinkable
water distribution for Mioveni city.
The evacuation of water from the site of the company is done through a divider
system through two sewerage networks:
 the pluvial – industrial sewerage network;
 the sewerage network;
The p luvial -industrial water passes through a retention and homogenization system,
through a final separator and then is dumped into the Doamnei River. The technological
waters are subjected to certain treatment processes, in local neutralization constructions and
installations.

24 The water resulting from purging the decanters from the drinking water treatment
plant is discharged into the Argeșel River.
Used technological waters are treated at the source, downstream of the production
section and upstream of the fi nal disposal, in constructions and treatment plants.
The quality of these waters is monitored by WLO at a variable frequency, in
accordance with the operating authorizations. There is a water monitoring program and the
results are reported according to the legislation to the competent authorities (the Regional
Environment Agency and the Pitesti Water Directorate). Pluvial industrial wastewater is
treated in zonal physicochemical, ultrafiltration, final separator decanters and fat separators.
The domestic wa ste water is treated in the biological treatment plant in the town of
Mioveni.

SOURCES OF ENERGY
The thermal energy is produced and supplied by the Heating Service within the
Energy – Environment – Heritage Department. It is necessary for the production of steam, hot
water used in technological processes and for heating of buildings. The fuels used are gas and
oil.
The electric power used is provided by the national electricity distribution system
and is used both for production means (presses, robots, we lding, etc.) and for indoor and
outdoor lighting of the industrial platform.

WASTE
The activity of the Dacia platform generates two types of waste:
 Industrial Waste ( IW), which includes packaging waste (cardboard,
wood, foil, etc.), household wastes, sheet metal waste, metal and non -metallic
spanners.
IWs are sorted directly on the platform, temporarily deposited on the
company site in temporary storage areas and then redeemed by specialized
companies. The activities that generate several IWs are: Logi stics (packaging
waste) and Mechanics (Span waste).

25 Also in this category are included waste from construction (concrete,
brick, rubble etc.), which are taken by construction companies reuse. The
activity that generates such waste is the building disinvest ment activity.
 Dangerous Industrial Wastes (DIW) containing impurities
impregnated with toxic, flammable or chemical products, used oils and
solvents, sludges from wastewater neutralization plants (physico -chemical
strains, phosphating from Painting, Gearb oxes) and medical waste. DIWs are
identified, encoded, sorted and treated by specialized companies.
Effectively on the platform, these wastes are collected in a special way
and are discharged through suitable treatment ditches or stored (after
stabilizatio n) in the industrial waste controlled warehouse located in
Davidesti, Arges – warehouse owned by Automobile Dacia SA. The activity
that generates more DIWs is the painting process (slamming dyeing).

ATMOSPHERIC EVENTS
Sources of air pollution are represented by the multitude and diversity of
technological processes (application of paint, solvents, welding activity, thermal power plant,
non-ferrous foundry, heat treatment, engine test bench). There are two main sources of
atmospheric evacuation at D acia: the paint sector that generates solvents and the boilers of the
thermal power plant
Emissions of pollutants are represented by emissions of combustion gases (CO 2,
NOx, SO 2), VOCs and dust. The results of the periodic analyses are reported according t o the
legislation to the Pitesti Regional Environment Agency.

OTHER ENVIRONMENTAL ISSUES
NOISE
The noise level of the industrial platform is measured periodically. Consideration is given to
the sources represented by the activities carried out on the platform, road traffic, manoeuvres
in car parks and staff entrances / exits during team changes.
SOIL
On the site of the company, the groundwater is at a depth of 6 -8 m. This water constitutes a
suspended water table or pockets of water, the results of the infiltration of rainwater into the

26 soil. Plant personnel are motivated to protect the soil and there are actions planned to avoid
potential soil pollution (the existence of retention benches for chemicals, absorbent materials
and retention accidental poll ution etc.)
ODOUR
The platform buildings comply with the regulations in force concerning the urban planning of
the area. The company is monitoring the maintenance and development of the heritage as well
as the maintenance and development of green spaces on the Dacia platform.
VISUAL
Dacia takes care to integrate the buildings to the local landscape, while taking into account the
provisions and urban regulations. To this end, on the platform, the green spaces and plants are
maintained and developed.

3.6 Investments in the environment
Since 2000, several investments have been made at the Industrial Site of Mioveni for
the conservation of natural resources, treatment of waste water, soil, air and waste generated
during the manufacturing process, reaching a va lue of approximately 30 million euros.
According to Dacia’s declaration, the investments were divided as follows:
Figure 3. Distribution of investments for environmental protection according to the subject concerned during
2000 – 2017 (author’s work)
According to Dacia’s annual reports, the Industrial Site at Mioveni has undergone
investments at a value of approximately 5 , 8 billion RON , from which 110 million were
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27 destined to improve processes and production systems to protect the environment. Below are
presented the total amounts invested in the platform, as well as the amount allocated to
investments in the environment, starting from 2007.

Figure 4. Investments performed at Dacia Industrial Site with a focus on environment related investments for the period 2007
– 2016 (author’s work based on the data available in the Annual Reports)

Through all these investments, the impact on the environment of the production of a
single vehicle has considerably decreased. According to a Dacia’s press release from 2014
Dacia, the result is as follows (Dacia Group, Uzinele Daci a au fost recertificate ISO 14 001,
2014) :
11,10
14,43
20,00
8,45
6,33
11,47
7,76
5,01
4,40
21,00 646,20 489,00
585,00 461,20
672,30 1.024,46
560,25 345,53
240,74 792,99
1,00 10,00 100,00 1.000,00 10.000,00
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 ENVIRONMENT RELATED
INVESTMENTS
Environment related investments (million RON)
Total investments (million RON)

28

Figure 5. Impact of the investments made at the Industrial Site of Dacia with regards to five c riteria for the period 2000 -2014
(author’s work based on the data available in the Annual Reports)
Hence, in view of the above data, the water consumption on the platform was
reduced from 135 m3 / vehicle manufactured in 2000 to 9.45 m3 / vehicle in 20 14.The
progress made with regard to energy shows a significant redu ction in the energy consumption
from 0.624 MWh / vehicle in 200 0, to only 0. 12 MWh / vehicle in 2014 .
Furthermore, the CO 2 emissions per vehicle emitted during the production process
have been reduced due to the following modernization actions:
 Modernization of the reservoirs at the Heating Station
 Modernization of the furnaces for Aluminium Casting
 Modernization of the gas b lowpipes for Heat Treating and Dye House.
 Thermal insulation of the buildings
 Natural resources registration: gas, water, energy.
In the annual reports, the company also mentions which the main actions were taken
to reduce the impact on the environment. Following, the investments made between 2012 and
2016 are presented below:
Year Investments Actions
2016 21 million  Saving of natural resources: reliability of electric and gas
[CELLREF] [CELLREF] [CELLREF] [CELLREF] [CELLREF] [CELLREF]
0 10 20 30 40 50 60 70 80 90 100 C0V emissions / vehicle Energy consumption / vehicle Evolution of CO2 / vehicle Heavy metals discharged into water / vehicle Water consumption / vehicle Amount of waste shipped in a disposal facility/vehicle Impact of the investments made at the Industrial Site
2000 – 2014

29 RON stations, modernization of source and water network for fire;
 Adaptation of span waste storage areas; Means of waste
collection;
 Modernization of cooling towers and wastewater control systems;
 Soil protection: Acquisition of retention pipes
2015 4,40 million
RON  Modernization of networks and potable water station: centralized
technical management system at the water pot station;
 Rehabilitation of waste water sewage and waste water treatment:
wastewater treatment plant in the painting department;;
 Waste collection and storage: adaptation of intermediate waste
storage areas;
 Saving of natural resources: modernization of central ventilation,
reliability of electrical stations, reliability of gas stations,
recirculated water installations.
2014 5,01 million
RON  Modernization of networks and potable water station: centralized
technical management system at the water pot station;
 Rehabilitation of wastewater sewage and wastewater treatment:
dyke wastewater treatment plant;
 Modernization of cooling tower – cylinder crankcase (Engine
Department);
 Fire water networks and fire detection systems: sprinkler
installation, hydrant water network, centralized fire extinguishing
system;
 Waste collection and waste storage: Adaptation of intermediate
waste storage areas for cargo span for transportation;
 Noise exhaust systems: wax applicators – modified exhaust
system;
 Saving of natural resources: centralized technical management
system GTC – compressed air and power transformer stations.

2013 7,76 million
RON  Modernization of networks and drinking water station;
 Rehabilitation of sewage and sewage treatment;
 Modernization of superheated water networks;

30  Water fire networks and fire detection systems;
 Waste collection and storage of waste;
 Saving natural resources.
2012 11,47 million
RON  Modernization of networks and drinking water station;
 Rehabilitation of sewage and sewage treatment;
 Modernization of superheated water networks;
 Water fire networks and fire detection systems;
 Waste collection and storage of waste;
 Noxious aspiration plants
 Saving natural resources.
Table 3. Investments towards the protection of the environment at the Industrial Site of Dacia per year / period 2012 -2016
(author’s work based on the data available in the Annual Reports)

The results of the investments proved to be in l ine with the expectations, the
installation and equipment at the Industrial Site being one of the most environmental friendly
in the car industry. „ The new reservoirs ensuring the manufacturing of the heat carrier, steam
and warm water are the most modern and advanced at this moment all over the Western
Europe. Provided with gas saver at burners, the reservoirs in the thermal station have a very
reduced gas consumption, the efficiency reaching about 95% and the emissions from burning
natural gas are insignificant” (Dacia Group, 2017)
The main improvements and modernizations categorised by impact are:
NATURAL
RESOURCES The modernization of the thermal power station with boilers: ones to
produce hot water used for heating; others needed to produce steam
and another ones for hot water technology. This investment began in
2005 to increase efficiency, reduce production costs and reduce harmful
emissions to the atmosphere.
Modernization of compressors by replacing open -circuit cooling towers
with closed -circuit cooling towers.

31

In addition, the company has received funding from European Funds over several
years with energy efficiency projects. It is about (Ministry of European Funds, 2017) :
 The Sectoral Operational Program Incre asing Economic Competitiveness
 Axis 4 – Increasing energy efficiency and security of supply, in the conte xt of
combating climate change
 Field 1 – Efficient and sustainable energy (improving energy efficiency
and sustainable development of the energy system from the poi nt of
view Of the environment)
 Operation 1 – Support for investments in installations and
equipment for industrial enterprises WATER Diagnosis and rehabilitation of the sewerage systems
Equipment for automatic sampling
Rehabilitation of the clearing tanks and retention basins
Ultrafiltration installations
Oil catchers
Water recycling towers with loop circuits
Stations for industrial liquids
Dehydrator (Renault Mécanique Roumanie, Aluminium Casting)
Facilities modernization
Physicochemical station – Dye House
Station for water demineralization – inverse osmosis
SOIL –
WASTE Upgrading of the treatment plant in Davidesti;
Realization of the controlled waste deposit in Davidesti;
Elimination of Dacia's hazardous waste liabilities;
Remediation of contaminated areas (oil storage, pre -basin, basin);
Treatment of soils polluted with hydrocarbons at the biological soil
treatment plant;
Construction of five intermediate depots for industrial waste.
Construction of a central collection area for waste
AIR Modernization of the boilers of the thermal power plant which influenced
the reduction of CO and NOx emissions, which made it possible to control
combustion;
Replacement of melting furnaces in the Aluminum Foundry department
to make it possible to reduce emissions to the atmosphere;
Modernization of painting systems for crates and plastic parts;
Modernization of combustion plants in heat treatment furnaces

32
3.7 The process of recycling
Due to the fact that the European Union is paying more attention to the recycling of
hazardous wastes and especially waste from the dismantling of end -of-life vehicles, a
directive on the management of end -of-life vehicles, transposed by Romania into natio nal
legislation, has been approved at European Commission level. Consequently, in Romania, the
automakers and importers are obliged to ensure the collection of the out -of-service vehicles
(OSV) by a well-organized collection network. Dacia also created an own network for the
collection of the out -of-service vehicles.
Dacia has created its own OSV network, at the moment having at least one agreed
collection centre in every county, and three in Bucharest . All centres are caring out collection
and treatment of disused vehicles only on the basis of authorizations issued by the Territorial
Agencies for Environmental Protection, the Romanian Auto Registry and the County Police
Inspectorates.
The company considers r ecycling as a key aspect along the entir e life duration of the
vehicle and is investing in research regarding the efficient dismantling technologies for the
vehicles being at the end of their life duration, promotes the reuse of the wastes resulted from
cassation and continuously develops its strategy for the improvement of the use of recycled
materials in case of certain car components (Dacia Group, 2017) .
During the process of recycling, an OSV is decomposed in three categories (Dacia
Group, 2017) :
 recyclable materials or of those that can produce energy
 reusable parts
 a percentage of residual wastes that will be stored in centres (specially
arranged places)
In the case of Dacia range, a great number of component s of a vehicle can be
recycled (Dacia Group, 2017) :
 the lead in batteries is used for the production of other batteries
 the used oil is retreated in order to be reused as a fuel
 the rubber in the tyres may be reused for the construction of antiphonic
walls or to serve as an energy source

33  the windscreen and the glass may be reused for the production of fiberglass
or even of glass
 steel is reused in industry or in constructions
 aluminium serves for the manufacture of new rims or of engines
Basically, the valor isation of an OSV means reuse of spare parts, processing of
certain components and transforming them into raw material or use them for energy
production purposes.
At present, Dacia produces a vehicle that is built 95% of parts that can be
subsequently rec ycled and already integrates parts of recycled materials. 95% of the plastic
parts of your vehicle are marked with a sign that allows the identification of the main material
they are manufactured of. This marking allowing a simpler selection the dismantled parts and
thus the recycling optimization of every one of them (Dacia Group, 2017) .
The dismantling of the out -of-service vehicles is an important phase in the
valorisation process, and the accuracy with which this thing is done determines the possibility
to reuse the dismembered parts and components. According to the European norms on th e
out-of-service vehicles, the motor cars manufacturers are obliged to provide information
concerning the dismantling process of vehicles, and also the placement of all the hazardous
substances used. Dacia observes this requirement and successfully joined the over 20
producers, by making this information available by a common electronic system – the
International D ismantling Information System.

3.8 Dacia ECO2

The eco² signature is a certification of the fact that Dacia vehicles are framing in the
environment strategy on long term initiated by Renault Group in 200 7. At that time, Renault
became the first automake r to introduce an e nvironmental performance label, and is based on
two important criteria:
 ecological – so that the en vironmental impact is minimal;
 economically – to make vehicles accessible in terms of prices ( is taken into
account both purchase price and maintenance cost).

34 The ECO 2 badge informed consumers which versions of Renault models were the
most respectful of the environment, in terms of criteria covering all the key stages in the
vehicle lifecycle: manufacture, on -the-road usage and end -of-life disposal. A vehicle having
achieved the following three criteria obtains the eco² signature that guarantees the protection
of the environment (Group Renault, 2015) :
 to display e CO2 emissions level lower or equal to 120g/km;
 to be produced in a factory with ISO 1400 1 certification;
 95% of the vehicle mass to be revaluated by recycling at the end of the life
cycle, and at least 7% of the plastic material to be recycled material (since
2011) .

Logan eco² Concept
Logan eco² Concept is a prototype which has been presented at the stand of the Auto
Hall in Paris in 2008. It proved, on the occasion of the Bibendum Micheline Challenge at the
ecological race in Shanghai (2007) that there is possible “an association between the term
economic and ecological without affecting in any way the performances and achievements of
a vehicle ” (Dacia Group, 2017) .
The 172 km route was completed with only 4.69 litters of diesel fuel, which means
an average fuel consumption of 2.72 litters / 100 km, combined with CO2 emissions of only
71 g / km (compared to 96 g / km, as revealed in the official approval of the engine). Among
the important factors that helped to achieve these low values are the driver's economic driving
style, which was greatly helped by the Gearshift Indicator – which shows the optimum gear
shift time. After the races (acceleration test, slalom, sound level and regularity test), Renault
Logan eco2 manag ed to rank second, out of 74 cars in line with the start (Promotor, 2007) .
The reduction of the CO2 emissions was achieved through (Dacia Group, 2017) :
 changes of the aerodynamic coe fficient, that contributed to
 optimization of the board energy consumers, which resulted in a
reduction of the CO2 emissions with 4 g/km, allowing a less fre quency
in loading the battery
 improvement of the front -rear axle resulted in a reduction of the CO2
emissions with 3 g/km

35  changes of the engine -propeller unit, resulted in a reduction of 11
g/km .
The engine used was a common -rail diesel engine of 1.5 litters and 85 hp, which has
undergone some technical changes (Promotor, 2007) :
 the final transmission ratio was increased by 8%, without affecting the
behaviour of the car at medium loads (which is equivalent to daily use)
 the injection system has been recalibrated and the injectors have seven holes
compared to five in the series
 Internal friction has been reduced by using low viscosity lubricants in both
the engine and gearbox
 last but not least, the engine is designed to work with B30 biodiesel (which
involves a 30% of methyl derived from vegetable oil)
The aerodynamic coefficient h as been also improved, from 0.36 to 0.29 by lowering
the ground guard, adopting an eleron on the boot lid, a splitter under the front spoiler and,
very importantly, the VORTEX roof generator (small Appendages placed in the back of the
roof to break airflow s and reduce friction). Michelin Energy Saver 185 / 65R15 special tires
with low rolling resistance were also used, and the alternator was changed to charge the
battery to the optimum value (12.8 Volt instead of 13.5 Volt) (Promotor , 2007) .
Below are presented all key components mounted on the vehicle in ord er to ach ieve
the mentioned results, divided into the four aspects that were improved:

36

Figure 6. Logan eco2 – Key parts (Zercustoms, 2017)
Logan eco2 was the example that in the near future will be made cleaner cars and, at
the same time accessible to as many people.
Vehicles bearing the eco² signature already exist in the Dacia range and on the
Romanian market. All Da cia vehicles are 95% recyclable and contain 7% recycled plastic
material, and the plants on the Mioveni industrial platform are ISO 14001 certified. In terms
of CO2 emissions, below are presented all present models with available engines in Dacia’s
range, along with a few other specifications:

Fuel Capacity
(cm³) Particle
filter Maximum
speed (km/h) Mixed cycle CO ₂
emissions (g/km)
LOGAN
SCe 75 Gasoline 998 – 151 ≈ 120
TCe 90 S&S Gasoline 898 – 169 ↘ 112

37 TCe 90 S&S Easy -R Gasoline 898 – 169 ↘ 112
TCe 90 S&S LPG Gasoline/LPG 898 – 169 ↘ 112/101
dCi 75 S&S Diesel 1.461 – 159 ↘ 93
dCi 90 S&S Diesel 1.461 – 167 ↘ 93
dCi 90 S&S Easy -R Diesel 1.461 – 166 ↘ 95
LOGAN MCV
SCe 75 Gasoline 998 151 ↗ 123
TCe 90 S&S Gasoline 898 169 ↘ 112
TCe 90 S&S Easy -R Gasoline 898 169 ↘ 112
TCe 90 S&S GPL Gasoline/LPG 898 169 ↘ 112/101
dCi 75 S&S Diesel 1.461 159 ↘ 95
dCi 90 S&S Diesel 1.461 167 ↘ 95
dCi 90 S&S Easy -R Diesel 1.461 166 ↘ 95
SANDERO
SCe 75 Gasoline 998 151 ≈ 120
TCe 90 S&S Gasoline 898 169 ↘ 112
TCe 90 S&S Easy -R Gasoline 898 169 ↘ 112
dCi 75 S&S Diesel 1.461 159 ↘ 93
dCi 90 S&S Diesel 1.461 167 ↘ 93
dCi 90 S&S Easy -R Diesel 1.461 166 ↘ 95
SANDERO STEPWAY
TCe 90 S&S Gasoline 898 168 ↘ 115
TCe 90 S&S Easy -R Gasoline 898 168 ↘ 114
dCi 90 S&S Diesel 1.461 167 ↘ 98
dCi 90 S&S Easy -R Diesel 1.461 166 ↘ 98
DUSTER
1.6 114 4×2 Gasoline 1.598 – 170 ↗ 145
1.6 114 4×4 Gasoline 1.598 – 168 ↗ 155
TCe 125 4×2 Gasoline 1.197 – 175 ↗ 138
TCe 125 4×4 Gasoline 1.197 – 177 ↗ 145
1.5 dCi 90 4×2 Diesel 1.461 yes 156 ↘ 115
1.5 dCi 110 4×2 Diesel 1.461 yes 169 ↘ 115
1.5 dCi 110 4×4 Diesel 1.461 yes 168 ↗ 123
DOKKER VAN
1.6 102 CP Gasoline 1.598 – 170 ↗ 140
1.2 Tce 115 CP Gasoline 1.197 – 175 ↗ 135
1.5 dCi 75 CP Diesel 1.461 – 150 ↗ 127
1.5 dCi 90 CP Diesel 1.461 – 162 ↗ 127
DOKKER
1.6 102 Gasoline 1.598 – 170 ↗ 140

38 TCe 115 Gasoline 1.197 – 175 ↗ 130
1.5 dCi 75 Diesel 1.461 yes 152 ↘ 108
1.5 dCi 90 Diesel 1.461 yes 163 ↘ 108
LODGY
1.6 102 Gasoline 1.598 – 172 ↗ 139
TCe 115 Gasoline 1.197 – 179 ↗ 124
1.5 dCi 90 Diesel 1.461 yes 169 ↘ 103
1.6 dCi 110 Diesel 1.461 yes 177 ↘ 105

Table 4. Technical specifications for Dacia range models (author’s work based on the data available on Dacia Romania
website)
As it can be observed, there are 8 vehicle mo dels with 19 different engines and 44
combinations vehicle model – engine. From these 44 combinations, the CO ₂ emissions of two
vehicles are equal to 120 g/km, 14 are above th e eco2 limit, and the rest totalling 28 vehicles
are under the limit. The conclusion is that today, in 2017, more than half of the vehicles
produced by Dacia meet all three criteria imposed by the eco2 standard.

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