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

Long-term convergence between Group D. performance and employee quality of life in the workplace While the automotive sector is undergoing profound changes and technological developments are accelerating, implying constant adaptation of skills, and new working practices are developing, Groupe Renault endeavors to offer all its employees an environment and working relationships that are favorable to their individual development and improve their quality of life at work. The Group wishes to support its employees – the primary agents and contributors in the sustainable development of the Company – in moving towards new modes of work that promote collaboration, agility, living well together and versatility within the Company. Working environments are gradually becoming more flexible and, by improving quality of life, enhance the performance of the Company. A large modernization program – the e-TCR, was launched in 2018 and is set to continue its development until 2022. Accordingly, the foundation stone of the new Technocentre building (the "Odysée") was officially laid on November 27, 2019. The building has been designed to be fully eco-responsible, while boosting quality of life at work for its occupants. The building is constructed entirely of wood, and provides ample innovative working and collaborative space, together with relaxation areas. The e-TCR program also provides for new adaptation of co-working and relaxation areas, which encourage dialog between employees, as well as spaces dedicated to thinking and concentration. The ideas that are tested there are intended to be rolled out Group-wide. In the industrial plants, particular attention is paid to the provision of light, whether this is natural, artificial, or a combination of the two, to reducing noise nuisance and to means of ventilation and aeration, particularly in cases of hot weather. The long-term plan is to roll out LED lighting to all plants. The use of digital technology is developing everywhere. In the industrial sectors, smart automation and connectivity of software, data and equipment are gradually revealing the factory of the future. This new digital landscape smooths access to information in real-time and facilitates decision-making. It also enables staff to access, at any time, the Group’s intranet and social information concerning them, including from their own smartphones if they so wish. Testament to this is smartphone access to the new People@Renault HR information system in all countries. The prevention of psychosocial risks and work-related stress remains a priority for Groupe Renault. A training course to help identify people who might be having problems and to improve quality of life at work was introduced in 2012. A training course entitled “Addressing the quality of life at work, preventing psychosocial risks” has been introduced at several sites. In 2019, occupational healthcare services in France developed a health policy to boost prevention. A psychosocial risk prevention observatory is planned for 2020.

A flexible working organization  EFPD2a  E. Groupe Renault complies with the legal obligations and collective agreements in terms of working hours of the countries where it has operations. To preserve jobs and adapt to fluctuations in automotive markets, Renault has instituted a system of flexible work time. It aims to find the best possible balance between the Company’s interests and quality of life in the workplace for the employees in question, through consultations with employee representatives and labor unions. The measures focus in particular on the conditions for reorganizing work time, such as by adding mandatory shifts to meet heavy demand and reducing work time when demand falls, notably by using individual or collective rest days. At sites in France, for example, the average working week is 35 hours. In plants, the principle is two alternating eight-hour shifts with, in the event of spiking demand, the possibility to add a fixed night shift team. Groupe Renault is also introducing an alternative, flexible work time organization, allowing a better personal work/life balance for its employees with, for example, telecommuting being used in countries where this is possible. The global framework agreement signed in 2019 strengthened this aim. In France, Renault s.a.s. has had a telecommuting agreement for the last 10 years. In order to develop this arrangement in line with the new working modes favored by digitization and new employee expectations, notably in terms of work-life balance, in late 2018, Renault s.a.s. started negotiations with trade union representatives on these new working modes. This agreement, signed on February 7, 2019, will make it easier and simpler to access telecommuting by responding to changes in working modes and new employee expectations. In particular, it facilitates access for eligible employees to a maximum of two days of telecommuting each week, after registration in the new dedicated workflow, with the option to fix sessions or use them in a variable manner. The number of telecommuters increased from 3,200 employees in 2018 to 9,114 at December 31, 2019, highlighting the great success of this newly negotiated policy. The Company also undertakes to improve the working environments on the sites, allocating €1 million per year in 2019 and 2020 to improve the working environments of establishments in the Paris region (excluding the Technocentre). In addition, it increased the employer’s contribution to the canteen at the Technocentre.

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GROUPE RENAULT I UNIVERSAL REGISTRATION DOCUMENT 2019