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

Preparing tomorrow’s leaders C. The Human Resources function develops personal development policies and practices for the Company’s men and women to enable them to adapt to the new challenges faced by the Group and to support the implementation of Group strategy. Renault is particularly committed to widening the cultural diversity of employees in key positions. From this perspective, Renault defines its “international profiles” as “non-national managers, managers who have worked abroad for at least 12 consecutive months, or who have obtained a degree abroad.” Renault is continuing the actions initiated under its previous mid-term plan. At the end of 2019, 41.6% of key positions were held by international profiles. With a talent-spotting process shared by all business-lines and all Regions, and with the coordination of a diversity policy, Renault promotes equal opportunities and embraces diversity to pave the way for the Group’s future in an increasingly global world. To ensure that it has a robust talent management process, it is Renault’s ambition to have a succession plan for each key post within the Group. From this year, Renault has also made it possible for each manager to document succession plans for their team, and to share them with their peers and with HR. Guidelines for talent development have been adapted to the Group’s international expansion: implementation of precise and consistently defined selection P criteria worldwide for identifying individuals with three levels of potential; decentralization of the talent detection process (for the three P levels) and talent validation (for two levels). The countries and Regions are responsible for identifying high-potential employees and candidates for key positions. Renault leadership assessment Another tool used to detect talent in addition to the sustainable performance assessments and individual appraisals is the Renault Leadership Assessment (RLA). This development tool is based on seven leadership criteria in accordance with our standard. Carried out with the assistance of a specialized consulting firm, the RLA is both an employee development tool and a decision-making tool for the Career Committees in charge of talent management at Renault. It reinforces objectivity and fairness in the assessment of employees with potential. Over 1,330 people have undergone the RLA since it was introduced in 2012 for the three levels of potential. It can also support the recruitment process for experienced managers. The RLA is also used for collective analyses which help to adjust the priorities of the Group and development tools. The individual results produced from the RLA are shared with the employee in question, and used to draw up an individual development plan, which might consist of several elements: complete training programs like those of Business Schools; P training programs that enhance specific skills, both in terms of P knowledge (finance, international negotiation, etc. ) and in terms of soft skills ( e.g. communication);

career assessment; P personal coaching, done externally or internally, to prepare for a P new position critical for Renault or to improve specific points (managerial stature, communication, etc. ); mentoring (learning about other company business activities, P management through innovation, peer relations, etc. ); learning situations, through a change of function or participation P in work groups or cross-functional teams; international assignment. P Openness to multicultural partnerships These development plans also include opportunities for multicultural partnerships, particularly in the Alliance with Nissan and Mitsubishi. Since 1999, employee exchanges have been one of the mainstays of the Renault-Nissan Alliance. These exchanges have improved collaboration between the two companies and enabled the implementation of synergies and best practices in the Alliance. In addition to those on temporary assignment, nearly 180 Renault, Nissan and Mitsubishi employees were working at a partner company in 2019. Most of these exchanges involve high-potential individuals, so that tomorrow’s global leaders gain more international experience, or experts, in order to share and develop critical skills within the Alliance. These exchanges of experts are managed at regional level. The links with Renault’s other partners (Daimler) are also reinforcing an international outlook and the capacity to work productively together. 2.4.1.4 The Group marked a decisive step in its social dialog by entering into the Global Framework Agreement on “Working together to build the working environment of the future”. This Agreement instils this as a central topic in the social dialog of all of the Group’s countries. Social dialog The Groupe Renault Works Council, which celebrated its 26 th  anniversary in 2019, is the sole forum representing all Groupe Renault employees worldwide. Involving Senior Management representatives and 40 employee representatives from countries in which the Company is present, the Council reflects the geographical, social and professional diversity of Renault worldwide. As the preferred forum for open and responsible international dialog, it allows Senior Management and employee representatives to discuss the Group’s position and strategic direction, and also the interests of employees as a whole, while respecting all stakeholders. Social dialog across five continents A.  EFPD4a   EFPD6a   EFPD6b   EFPD6c   EFPD6d   EFPD17a   EFPD17c   EFPD17d   EFPD18 

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GROUPE RENAULT I UNIVERSAL REGISTRATION DOCUMENT 2019