Groupe Renault - 2019 Universal Registration Document

RENAULT: A RESPONSIBLE COMPANY

ANNUAL GENERAL MEETING OF RENAULT ON APRIL 24, 2020

GROUPE RENAULT

CORPORATE GOVERNANCE

FINANCIAL STATEMENTS

RENAULT AND ITS SHAREHOLDERS

ADDITIONAL INFORMATION

ENVIRONMENT

The increased quantity of recycled materials used in vehicles and the creation of short recycling loops (internally and externally) generated additional savings of some €5.9 millions in 2019 compared to the actions already implemented in 2018. Of particular note are the actions implemented to improve the recovery of aluminum waste, as well as the optimization of sorting operations in the Group’s plants. Products and services that fulfill market expectations

New business areas

Working to find ways to both reduce environmental impacts and optimize the Group’s economic resources has led Renault to explore areas which complement its core business, which has opened up new business opportunities. Although the Choisy plant, which specializes in the renovation of

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Vehicle development is governed by constant changes in regulations, particularly as regards CO 2 and pollutant emissions. In addition, there is increasing societal concern about the urgency of combating climate change, and about the health effects of products and industrial processes. These concerns can have a significant effect on market structure. The decline

powertrain parts, has been in operation for nearly 70 years, the creation of the Renault Environnement subsidiary in 2008 reflects this momentum. Through its subsidiaries, Renault Environnement works in the following areas: recycling of end-of-life vehicles (Indra, joint-venture with Suez); P industrial waste management for plants (Boone Comenor P Metalimpex, joint-venture with Suez); recovering parts and materials through recycling networks, P repairing or refurbishing batteries from electric vehicles and selling of refurbished parts (Gaïa). In 2019, these three activities of Renault Environnement (described in greater detail in 2.3.3.B “Resources and the circular economy”) generated revenues of €562 million. Each of these activities had a net positive result in 2019. Furthermore, standard exchange parts (described in 2.3.3.B) generated revenues of nearly €120 million in 2019. Vigilance plan (Group activities) E. Groupe Renault, together with the stakeholders, has defined reasonable due diligence measures for the environment in the framework agreement (see section 2.4.1.4.A). This is why Groupe Renault’s environmental policy aims to reconcile product and service offerings with environmental protection, to deploy environmental management throughout the Group, eliminate or reduce environmental impacts and organize environmental communication. All of these provisions are subject to annual monitoring, carried out jointly by the signatories of the framework agreement, based on indicators (see section 2.4.1.4.A). The Vigilance plan linked to supplier and subcontractor activities is covered in section 2.5.2 “Strengthening the responsible purchasing approach in the supply chain.” Risk mapping  DV1a   DV2a  As regards to obligations under the Duty of Vigilance, Groupe Renault has identified the main environmental risk factors that may impact the ecosystems or exposed persons that are a potential result of the Group’s activities or the activities of its suppliers and subcontractors. Among these macro risk factors, particular attention is paid to: the use of water resources (see section 2.3.3 D); P pollutant discharges into water and the natural environment (see P section 2.3.3.D); the generation of waste and its management in ad hoc P infrastructures, in particular hazardous waste (see section 2.3.3.B); the pollution of soil and groundwater (see section 2.3.3.E); P

in the share of diesel engines in the sales mix is one example of this. In this context, the Group is drawing up prospective scenarios in order to ensure that its products and services fulfill market expectations, based on: the collection of data on public policy by a global network of P correspondents, including regulations, tax and road rules; external partnerships ( e.g. specialist bodies, NGOs) to anticipate P changes in stakeholder expectations (including customers, users and territories); carrying out studies to map local and national initiatives, and to P analyze the potential impacts on the automotive market and the mobility market as a whole. These structural changes are taken into account in the Group strategy and incorporated in the Drive the Future plan both as opportunities and competitiveness drivers. They include the electrification of internal combustion engines, the ecosystem of electric vehicles and batteries, and new mobility services. Fuel consumption is one of the 10 main reasons for buyers to choose a Renault vehicle, according to surveys conducted of customers on Renault’s main markets. Renault’s determination to reduce its vehicles’ fuel consumption and CO 2 emissions in use meant that in 2018 it was able to offer one of the passenger car ranges with the lowest emissions in Europe (see section 2.3.3.A), which gave it a significant competitive advantage. In addition, Renault is developing new tools and services that enable customers to limit their fuel consumption (embedded tools and eco-driving training, see the section on “Eco-driving” under section 2.3.3.A) and to prolong vehicle life at a competitive price by offering an economical option for refurbished parts of guaranteed quality (see the section on “Re-use” under section 2.2.3.B). Through these tools and services Renault is not only aiming to reduce its environmental footprint, it is also working to increase customer loyalty.

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GROUPE RENAULT I UNIVERSAL REGISTRATION DOCUMENT 2019