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

INCLUSION

In 2019, the Quality and Customer Satisfaction School focused on creating and deploying learning tools in order to: help to roll out the Quality and Customer Satisfaction culture to all P of the Group’s employees. The “Basics of Quality” program (23 online training modules) was created and rolled out widely to all Group departments both in France and worldwide, because quality depends on everyone; manage business upskilling for Management employees: the 2019 P skills assessment campaign had a worldwide coverage rate of 99.1%, and a range of suitable Quality training courses was provided (36 digital and face-to-face training courses designed in 2019); anticipate upskilling requirements for Management employees, P increasing their skills through training courses linked to the strategic skills of the future. Training courses were rolled out and monitored in line with eight strategic skills. In 2019 these skills were integrated into the skills grid following the Quality and Customer Satisfaction skills assessment; continue the digital transformation of Learning by supporting P upskilling of stakeholders (trainers, technical experts, international network of correspondents). Every two months, the international network of correspondents meets via remote meetings and digital workshops, in order to communicate new learning methods to technical experts and trainers (“Quality Academy” Convention on the theme of “Digital Methods to Support Learning”, June 2019); continually gather the views of new Management employees to P offer an induction program that better meets their expectations. Based on the business skills self-assessment results, the Finance Academy created 18 online training programs to support the development of priority skills for Finance teams. These cover cross-functional skills, as well as strengthening employees’ financial skills to support the transformation of the Finance Function. A serious game called Cash-Cash was designed and rolled out to all employees, on the subject of generating free cash flow, a key topic for Groupe Renault. Finally the Academy developed its international network (particularly in America and Eurasia) with a view to promoting and deploying its training programs throughout the Group, based on its strong network of internal trainers. Following its initial digital transformation phase, Renault’s IT department (DIR) is now aiming to embed and accelerate the acquisition of new technological skills. For this purpose, the Digital Academy has rolled out a “Become a Developer” reskilling program as well as seven upskilling initiatives. The 9-month work-study reskilling program offers willing employees the opportunity to become a Developer for the IT department. The program was designed in partnership with Simplon school, and issues a two-year higher education diploma from the French National Register of Vocational Qualifications ( Répertoire National de la Certification Professionnelle ). The seven upskilling initiatives are based around two main areas: role-focused programs such as Product Leader, Agile Business Analyst and UX Designer, and training offers based on new technologies such as the Cloud, Architecture and System Interoperability, Cybersecurity and User Experience. The Digital Academy is also committed to opening up the training to employees in different regions.

simplifying our training offer and making it easier to understand, P via our manager and employee ambassadors in all countries. We have therefore reduced the number of training courses from 1,200 to 870. Until 2022, training will be organized as an upskilling program for each business area and scope. There will be approximately 150 complete programs, running from beginner level to advanced. 26 paths were launched in 2019. All Group training courses are offered in three languages (French, English and Spanish), and a local network provides translation into the Company’s seven other languages. In 2019, 50% of new training courses were digital. In 2019, the Engineering School worked on three main areas to develop Product Engineering skills. Firstly, at the beginning of 2019, the strategic skills reference framework was shared and approved at Alliance level, with support from the Renault and Nissan Expertise network. Secondly, the annual update of the Dynamic Skills Management data took place in mid-2019 in order to forecast requirements for the 2022 Mid-Term Plan. The third and ongoing area is the incorporation of templates for the application of FAST to upskilling requirements. The Engineering School’s curriculum now offers a greater range of training on autonomous vehicles, electric and hybrid vehicles and on regulatory standards and requirements. In 2019 this resulted in the creation of around 100 new training courses, in line with the Company’s strategic drivers. In particular, these training courses support the move from mechanical engines to electric or hybrid vehicles, awareness of new technologies (Cybersecurity and Artificial Intelligence), and the incorporation of training on new tools from the Alliance’s digital transformation plan (OneVal, One TD, MagicDraw, FOTA) and from configuration management. The learning experience has been improved and training time optimized through the implementation of training programs (particularly project management) which combine online training modules or resources with face-to-face sessions, as well as new learning methods (including active learning, use of tablets for face-to-face sessions, etc. ). The Alliance Purchasing Organization Academy has been four years in the making, and the 22 local Purchasing schools are now able to offer a combined training offer comprising over 100 training courses and an equal number of online training courses and short videos, for three experience levels – New Starter, Basics of Purchasing and Advanced Training. The Purchasing Skills Matrix has been able to better prioritize individual needs thanks to an anonymous self-assessment tool. By applying neuroscience-based best practices for interaction and learning effectiveness, there has been a particular focus on the quality of learning materials. New subject-specific step-by-step training programs are currently being rolled out, starting with “Negotiation” (series of eight face-to-face classes and 30 online training modules over five years), “Operational Management” and “Performance Drivers”. These programs cover the six key Purchasing skills.

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GROUPE RENAULT I UNIVERSAL REGISTRATION DOCUMENT 2019