Renault

The Board of Directors of Renault S.A. and its specialized Committees are the administrative, management and supervisory bodies of Renault Group. In 2024 the Board comprised 16 members, one executive (CEO Luca de Meo) and 15 non-executive, with five women (31%) and seven independent Directors. Acting on the CEO's proposal, the Board sets strategic direction and oversees its implementation while considering social and environmental challenges and the Group's Purpose. It examines opportunities and risks tied to the strategy and ensures the integrity of sustainability information in the management report. On sustainability matters the Board relies on two specialized Committees: the Audit and Risks Committee, which monitors the sustainability reporting process, the process used to determine published information, and the selection and independence of sustainability auditors; and the Strategy and Sustainability Committee, which reviews environmental, social and societal responsibility strategy, validates sustainability reporting objectives and indicators, and reviews extra-financial communication and ratings. The Ethics and Compliance SVP chairs the Group Ethics and Compliance Committee. A skills mapping identifies seven Directors with expertise in one of three ESG areas.

The Board of Directors, including its relevant Committees, is informed about the implementation of due diligence and the effectiveness of policies, actions, metrics and targets adopted to address material impacts, risks and opportunities. In each of its 2024 meetings the Audit and Risks Committee followed progress on the sustainability report process, focusing on the double materiality matrix and the definition of IROs with the Departments concerned, and the sustainability auditors attended to give their opinion on the report. The Committee also monitored the Finance Department's adaptation of its organization to handling non-financial data. During 2024 the Strategy and Sustainability Committee included a follow-up of the Group sustainability dashboard in all its meetings and reviewed progress on 38 IROs, including climate change, on a quarterly basis. The dashboard was made available to all Directors, and the Committee oversaw key strategic projects to ensure ESG considerations were included, with documents shared with the full Board. The Leadership Team consistently considers strategic and critical IROs when overseeing strategy, major transactions and risk management. The Board and Leadership Team also participated in a seminar on nature-related topics.

Renault Group aligns sustainability goals with executive remuneration. The CEO's variable remuneration includes incentive schemes linked to sustainability matters. Annual variable compensation may reach 225% of fixed compensation if all performance criteria are met, of which sustainability targets account for a maximum of 75% of fixed compensation. Those targets cover health and safety (a 2024 frequency rate of work-related accidents with days off of 1.4), development of ReKnow University (over 5,000 people trained in 2024), circular economy business (a strategic partnership for The Future Is NEUTRAL), the GMF 3MIS WORLD incident indicator, and customer satisfaction measured by dealer digital reputation. A performance share plan remunerates the CEO up to 25% of the value of 120,000 allocated shares based on a climate target combining scopes 1 and 2 with downstream scope 3, assessed over three-year cumulative periods. The Renaulution plan allots shares subject to presence and performance conditions over four years, with climate and sustainability criteria for up to 60%. In 2024, 27% of Board members' variable remuneration depended on sustainability-related targets. The Governance and Compensation Committee and the Board approve and update these schemes.

Renault Group provides a statement on due diligence, defined as the process by which undertakings identify, prevent, mitigate and account for how they address actual and potential negative impacts on the environment and people connected with their business. A mapping table lists the core elements of due diligence and points to where each is reflected in the 2024 sustainability statement. Embedding due diligence in governance, strategy and business model is covered by GOV-2, GOV-3 and SBM-3. Engaging with affected stakeholders in all key steps is covered by GOV-2, SBM-2 and IRO-1. Identifying and assessing adverse impacts is covered by IRO-1 and SBM-3. Taking action to prevent, mitigate and remediate adverse impacts maps to the actions disclosures across ESRS E1 to E5, S1 to S4 and G1, plus entity-specific actions. Tracking effectiveness and communicating maps to the targets disclosures across the same topical standards, plus entity-specific targets. For further detail on how due diligence is implemented, the statement refers to URD Section 2.3, the Vigilance Plan.

As part of the CSRD, Renault Group introduced a new risk management and internal control system for sustainability information. Analyses by the CSRD project team and exchanges with third parties (comparable companies, consultants, auditors) identified the main risks: missing mandatory data points, errors in measurement scope or calculation of quantitative data, difficulty obtaining data within the schedule, non-compliance of qualitative data with ESRS requirements, and unverifiable information. To prevent these risks, methods adopted include identifying mandatory data points and assigning each to key contributors with point-by-point monitoring of collection, defining protocol sheets describing scope, collection process and calculation or estimation methods, a mid-year dry-run report to identify collection difficulties early, assisting contributors in interpreting requirements, and point-by-point verification of audit proofs. The project team monitored remediation of risk points weekly. For qualitative information, owners are responsible for the quality of narratives and traceability of published information. Each owner continuously reviews and enhances controls based on findings, making the framework dynamic and iterative. The Board of Directors is informed of findings through the Audit and Risks Committee's review at least once a year.

Renault Group's activities span road transport products and services across the automotive value chain: production of passenger and light commercial vehicles, spare parts and accessories, plus distribution, reconditioning and recycling; financing solutions for end-customers and dealers and services such as car insurance; and mobility solutions such as car-sharing and charging stations. The Group relies on a workforce of 98,636 employees and distributes products in more than 110 countries. In 2024 it generated revenues of 56,232 million euros, almost 80% in Europe, with a presence in Latin America, Africa and Middle East, and Asia Pacific. It sells to three main customer categories: individual customers, distribution networks, and companies operating vehicle fleets. Activities rely on two interconnected value chains, automotive and sales financing and mobility services, with upstream suppliers of steel, parts and equipment and downstream distribution, maintenance, recycling and end-of-life networks. In 2024 the chain evolved with the sale of HORSE, the thermal engine business. During 2024 the Group launched four electric vehicles (Renault 5 E-Tech, Scenic E-Tech, Dacia New Spring, Alpine A290) and four hybrids, and discontinued ZOE and Spring 1. Sustainability targets include net zero in Europe by 2040 and worldwide by 2050, and 33% circular materials by 2030.

Stakeholder engagement is a cornerstone of Renault Group's sustainability strategy, helping it understand environmental, social and economic challenges and risks. The Group has established channels of exchange at global, regional and local levels with clients and end-users, own workforce, shareholders, suppliers and business partners and their workers, investors, affected communities, associations and students. Over the past three years the Chairman of the Board chaired a Purpose Committee made up of Leadership Team representatives and contributors on business, social and environmental topics representing most stakeholders. The purpose of engagement is to inform strategy with consultation results, such as the need to transition toward electric vehicle models, improve customer and stakeholder satisfaction, promote transparency and contribute to sustainable development where the Group operates. A summary table describes 2024 dialogue by stakeholder group, listing the organisation of dialogue, the Group's understanding of interests and views, amendments to strategy or business model following consultation, next steps and timelines, and modifications to the relationship. Examples include consumers and end-users, own workforce (with the Global Framework Agreements and IndustriALL Global Union), suppliers, investors and shareholders, affected communities, public authorities, non-financial rating organisations, institutions and associations, and academic representatives.

Renault Group presents its material impacts, risks and opportunities in a table, with materiality assessed on gross severity and likelihood before mitigation, and describes their time horizon and location in the value chain or business model. The breadth spans climate change adaptation and mitigation (physical event costs, low-carbon mobility opportunities, GHG emissions, regulatory non-compliance, loss of residual value of combustion vehicles, energy dependency), pollution of air, water and soil, substances of concern and microplastics, water consumption and scarcity, biodiversity and ecosystem services loss from land use change, and circular economy topics covering resource inflows, resource outflows and waste with recycling and reuse opportunities. Workforce IROs cover health and safety, collective bargaining and social dialogue, equal treatment, other work-related rights, skills development and attractivity. Value chain workers cover working conditions, human rights and a fair transition positive impact. Affected communities cover economic, social and cultural rights and indigenous communities. Consumers and end-users cover information-related impacts, personal safety, data privacy and social inclusion. Business conduct covers corporate culture, whistle-blower protection, political engagement and lobbying, supplier relationships and payment practices, corruption and bribery, fair competition and law and regulation compliance. Each impact is intertwined with the Renaulution strategy; climate IROs were previously assessed under the TCFD framework.

To identify, assess, prioritize and monitor material IROs as part of its double-materiality analysis, Renault Group developed a methodology beginning with a comprehensive screening of the 37 sub-topics defined in ESRS 1, informed by existing impact assessments, CSR frameworks, scientific studies, databases and stakeholder expectations including media exposure and questionnaires. Additional automotive-sector-specific topics were also identified as material. The CSRD project team, including the Group Sustainability Team and Finance Department, used rating scales from 1 to 4 to assess severity of impacts (scale, scope, irremediability) and severity of risks and opportunities across financial, legal, reputational and operational types, plus a likelihood scale. The materiality score is the square root of the product of severity and likelihood, with a threshold of 2 out of 4; for human rights, severity is made to prevail. A two-step approach assigned maximum scores where existing analyses (such as the French Duty of Vigilance law and corporate risk analysis) had already flagged materiality, then experts assessed remaining IROs. Results were challenged and validated by key stakeholders. Dependencies were connected to operational and financial risks, and negative impacts to reputational and legal risks. The analysis will be reviewed annually by the CSRD project team.

Renault Group assessed all ten topical ESRS standards as material through its double-materiality analysis and reports across them: E1 climate change, E2 pollution, E3 water and marine resources, E4 biodiversity and ecosystems, E5 resource use and circular economy, S1 own workforce, S2 workers in the value chain, S3 affected communities, S4 consumers and end-users, and G1 business conduct. The disclosure requirements covered index identifies the specific disclosure requirements reported under each standard together with the datapoints. At the disclosure-requirement level, a number of requirements are not reported. These are E1-9 (anticipated financial effects from material physical and transition risks and potential climate-related opportunities), E3-5 (anticipated financial effects from water and marine resources-related impacts, risks and opportunities), E4-6 (anticipated financial effects from biodiversity and ecosystem-related impacts, risks and opportunities), and E5-6 (anticipated financial effects from resource use and circular economy-related impacts, risks and opportunities). In the social standards, S1-7, S1-11, S1-12, S1-13 and S1-15 are not reported. All other disclosure requirements across the ten material topical standards, together with the ESRS 2 cross-cutting disclosures, are reported.

Following the 2015 Paris Agreement, Renault Group aligned its strategy to limit warming to well below 2°C and pursue 1.5°C. It set a net zero target for 2050, with an interim ambition of carbon neutrality for European activities by 2040, achieved through 90% emission reductions plus offsetting the remaining 10%, based on a 2019 base year. From 2010 to 2023 the Group cut its automotive carbon footprint intensity by 28%, and in 2024 it achieved a 12% reduction in emissions per vehicle sold compared to 2019. The transition plan is part of the Renaulution strategy, endorsed by the Board and CEO Luca de Meo in April 2021, and covers the whole value chain. In March 2019, Renault became the first carmaker to have emissions reduction targets validated by the SBTi. Three decarbonisation axes are pursued: vehicle usage (electric vehicles, hybrids, hydrogen), raw material procurement, and production processes. Time horizons are short term (before 2030), medium term (2030-2040) and long term (2040-2050). OpEx and CapEx for the action plans are embedded in the Renaulution plan.

Renault Group's climate policy sits within the environmental pillar of its Renaulution strategy, structured around three pillars: environment, safety and inclusion. The environmental policy commits the Group to creating value, reducing its environmental footprint through mitigation plans, steering environmental management to ensure regulatory compliance, and ensuring transparent stakeholder dialogue. It covers five action fields representing key material impacts: climate change and energy efficiency; health and substance (pollution, microplastics); water; biodiversity and ecosystem services; and resource use and circular economy. The policy applies throughout the vehicle lifecycle from design to end of life, across own activities (HSEE Policy), the upstream value chain (Green Procurement Guidelines) and the downstream value chain, worldwide. It is overseen by the Board of Directors, which annually reviews climate change adaptation and mitigation, GHG emissions strategy, product electrification and new emissions regulations. Key reference texts include the Paris Agreement, ISO 9001 and 14001, ISO 14040, 14044 and 14021 for lifecycle analysis, and the GHG Protocol. Renault also joined the SBTi Business Ambition for 1.5°C campaign and responds to CDP and EcoVadis questionnaires. The policy is made available to stakeholders through the Green Procurement Guidelines, CSR guidelines, the online climate report and the Group website.

Renault Group's actions span its decarbonisation framework across the whole value chain. On adaptation, prevention and protection measures address extreme heat, and the Full Power Water policy (in place since 2023) manages water stress at industrial sites. On mitigation, an internal carbon target is set for each new vehicle project at the design phase. Raw material procurement uses eco-design and recycled materials, with the new Renault 5 E-Tech and Dacia Duster containing between 19% and 20% recycled plastics, plus low-carbon battery material agreements (Terrafame, Vulcan, Arverne, Managem). Production processes are transformed through ElectriCity, its EV industrial hub with installed capacity of 400,000 units, to rise to 620,000 in 2028, along with energy efficiency improvements and renewable energy (the Tanger site meets 90% of its energy needs from renewables). Vehicle usage focuses on electrification through Ampere, hybrids and hydrogen. Around 70% of Group sales worldwide are subject to CAFE-type regulations, monitored via the CAFE Control Tower. On resources, the Group plans to invest a minimum of 1.2 billion euros per year on electric vehicles over 2025-2027. Long-term purchasing agreements in France, Spain and Brazil represent 476 million euros of off-balance sheet commitments, plus 22 million euros of financial debt for a Brazilian solar project.

Renault Group set GHG reduction targets against a 2019 base year. For Scopes 1 and 2 market-based emissions, the base year value was 1,428,867 tCO2eq with a combined minimum 62.5% reduction target for 2030 (694,718 tCO2eq at year-end 2024). For Scope 3, the base year was 172,432,633 tCO2eq with a combined minimum 27.5% reduction target for 2030 (107,410,856 tCO2eq at year-end 2024). Total GHG emissions had a base year of 173,861,504 tCO2eq. Absolute 2030 targets are to come in 2025. Carbon neutrality targets are set for Europe (all scopes) by 2040 at -90% from the 2019 baseline of 98,858,482 tCO2eq (69,544,248 at year-end 2024), and for World (all scopes) by 2050 at -90% from the 2019 baseline of 173,861,504 tCO2eq (108,105,575 at year-end 2024). Energy targets include reducing energy intensity by 30% worldwide by 2025 versus the 2021 baseline of 1.67 MWh/vehicle (26% achieved, 1.24 MWh/veh), raising the renewable share in electricity consumed to 80% by 2035 (48% in 2024), and raising the renewable share in heating supply to 40% by 2035 (4% in 2024).

In 2024, Renault Group's total energy consumption was 3,817,397 MWh LHV (3,808,396 for the consolidated Group and 9,001 for the joint-control entity). Total fossil energy consumption was 2,179,113 MWh, representing 57% of total energy consumption. This included fuel consumption from natural gas of 1,560,352 MWh, purchased fossil-source electricity, heat, steam and cooling of 421,569 MWh, and fuel from crude oil and petroleum products of 197,192 MWh. Consumption from nuclear sources was 636,793 MWh, or 17% of the total. Total renewable energy consumption was 1,001,492 MWh, representing 26% of total energy consumption, made up of purchased renewable-source electricity, heat, steam and cooling of 994,896 MWh, self-generated non-fuel renewable energy of 3,521 MWh, and fuel from renewable sources including biomass of 3,075 MWh. All 3,817,397 MWh came from activities in high climate impact sectors. Renewable energy production was 3,204 MWh with no non-renewable production. The energy intensity ratio, energy consumption of high-climate activities to turnover, was 68 MWh/MEUR in 2024.

For 2024, Renault Group reported gross Scope 1 GHG emissions of 406,440 tCO2eq (647,420 in the 2019 base year), with 53% from regulated emission trading schemes. Gross market-based Scope 2 emissions were 289,750 tCO2eq (781,447 in 2019) and location-based were 504,850 tCO2eq (919,214 in 2019). Gross Scope 3 emissions were 107,414,952 tCO2eq (172,432,633 in 2019), with 87% calculated using primary data. The largest Scope 3 category was use of sold products at 83,890,767 tCO2eq, followed by purchased goods and services at 16,310,804, investments at 3,396,809, and end-of-life treatment of sold products at 1,577,847. Categories 8, 10 and 13 were deemed non-applicable. Total market-based GHG emissions were 108,111,142 tCO2eq and total location-based were 108,326,242 tCO2eq. Including the joint-control entity, total Scopes 1 and 2 were 1,212,077 tCO2eq. Biogenic CO2 emissions were 1,072 tCO2eq for Scope 1 and 34,411 for Scope 2. The Group achieved a 38% reduction in gross GHG emissions compared to the base year. GHG intensity per kilometre per net revenue was 9.6 kCO2eq/km/MEUR (both methods).

In its ambition to contribute to carbon neutrality, Renault Group focuses on reducing emissions by 90% and addressing the remaining 10%, which it calls residual emissions, through targeted carbon offset investments. In 2024, Renault Group did not purchase any carbon credits. In the future, offsets will be purchased on the voluntary carbon market, certified according to national or international standards such as the Gold Standard, Verra (VCS), or the French low-carbon label. The projects will vary in nature, including renewable energy production, forest maintenance, creation of forests or mangroves, and agro-ecological projects, all aiming to have positive impacts on multiple Sustainable Development Goals. Renault Group does not plan to invest in carbon offset in the short term.

Renault Group applies internal carbon pricing schemes through three different internal prices to inform decision-making across industrial installations, vehicle projects, and materials and components. For emissions from industrial activities (Scope 1 and 2), a shadow price is applied to CapEx and OpEx, reviewed annually and based on the cost of emissions under Emission Trading Schemes such as the EU ETS. Current scenarios range from 75 euros per tonne of CO2eq in 2025 to 120 euros per tonne of CO2eq in 2030. For vehicle usage phase emissions (Scope 3 downstream), an internal price of between 15 and 95 euros per gram of CO2eq is applied to technology decisions, indexed to regional CAFE penalties. Emissions from materials and components production (Scope 3 upstream) are subject to an internal price per tonne of CO2eq driven by the CBAM and ETS. The disclosed shadow prices cover 100% of each gross scope: Scope 1 (406,440 tCO2eq) and Scope 2 market-based (289,750) and location-based (504,850) at 75 to 120 euros, and Scope 3 upstream (17,382,636) and downstream (89,130,935) at 15 to 95 euros. The prices are consistent with provisions for CAFE penalty risk.

Health and substances (pollution, microplastics) is one of the five fields of action of Renault Group's environmental policy. It is translated into a Health, Safety, Environment and Ergonomics (HSEE) policy applicable to all industrial sites, signed by senior executives including the Group CEO, and validated by the Leadership Team. Renault Group applies the ISO 14001 standard with all manufacturing sites certified, supported by internal and external audits. The air pollution policy rests on three pillars: reducing and treating VOC emissions from vehicle paint, substitution and improvement plans in thermal power plants to cut SO2 and NOx, and reducing air pollution from products. Soil and water pollution prevention policies cover all industrial sites under ISO 14001, with the water policy applying the HSEE approach to minimize wastewater discharge impacts. The substances policy manages chemical use worldwide and anticipates requirements for SVHC and CMR1 substances, guided by REACH, the internal 00-10-050 standard and GDN-1903-2024-0002 norm. On microplastics, the Group awaits the tire abrasion rate standard before formalizing policies. Soil pollution prevention is also covered by supplier policies such as the Vigilance Plan and Green Procurement Guidelines. [DP E2-1_01; DP E2-1_03; DP MDR-P_01 to _06]

Renault Group has undertaken a series of actions to reduce pollution across operations and value chain, documented in the Vade-Mecum. The VOC Roadmap represents 18 million euros in investments between 2018 and 2024 to bring all plants into compliance with new VOC regulation applicable from 1 January 2025. The air pollution action plan focuses on reducing VOC emissions on all sites through incineration facilities, robotics, mastic and paint optimization and improved solvent recovery (such as automatic purge boxes at the Busan site in 2024), plus NOx monitoring from combustion plants. For vehicle use-phase, the Group develops hybrid and electric vehicles, NOx traps and selective catalytic reduction systems. On soil pollution, a voluntary prevention approach applies across all sites with risk evaluation and Mandatory Rules Environment; current activities generated no soil pollution in 2024. The wastewater roadmap sets 2030 targets built on treatment optimization and technological changes such as nickel-free painting technology, reusing more than 90% of water. On substances, an action plan covers registration, banning of SVHC and CMR1 in new projects, supplier requirements and regular audits. On microplastics, the Group quantifies vehicle testing tire abrasion emissions. [DP MDR-A_01 to _06; DP E2-2_02]

Renault Group sets air, water and substances targets using a mixed approach, combining Group-level ambition with site-level analysis, following a scientific and continuous improvement approach under ISO 14001. Targets include ISO 14001 certification of 100% of manufacturing sites (achieved, 100% at year end 2024). For air pollution, the Group targets reducing VOC emissions to 25.5 g/m2 by 2030 from a 2021 baseline of 34.5 g/m2, with a 2025 intermediate target of 28.5 g/m2; the status at year end 2024 was 28.0 g/m2. For water, the target is to reduce nickel and zinc discharges in wastewater to 0.45 g/vehicle by 2030 from a 2021 baseline of 1.0 g/vehicle, with a 2025 intermediate target of 0.6 g/vehicle and status of 0.6 g/vehicle at year end 2024. For substances, a February 2021 voluntary target aims to reduce by 50% between 2021 and 2030 the number of priority products for substitution containing substances prohibited under the 00-10-050 standard (baseline 220); a 55.5% reduction was achieved in 2024. A soil pollution prevention target will be set in 2025, and microplastics targets await the tire abrasion rate standard. Performance is monitored monthly and reviewed quarterly. [DP E2-3_01; DP E2-3_02; DP E2-3_04; DP MDR-T_02 to _13]

Renault Group monitors its environmental footprint through its Environmental and Energy Reporting (REE) tools, applying reporting protocols to all own operations and entities under operational control. Emissions to air are disclosed by pollutant in accordance with the pollutants listed in Annex II of Regulation (EC) No 166/2006, excluding GHGs. For air pollution in 2024, Volatile Organic Compounds (VOC) totaled 7,468 tons, while nitrogen oxides (NOx/NO2) and sulphur oxides (SOx/SO2) were reported as null. For water pollution in 2024, discharged pollutants disclosed under the same regulation included mercury and compounds 0.002 tons, nickel and compounds 0.330 tons, zinc and compounds 0.366 tons, and total organic carbon (TOC) 120.141 tons; total nitrogen, total phosphorus, arsenic, cadmium, chromium, copper, lead, halogenated organic compounds and fluorides were reported as null. For soil pollution, Renault Group's current activities do not introduce any substances into the soil, and no incident was reported in 2024. VOC emissions are calculated by mass balance between solvents entering and those reused or destroyed during painting; SO2 and NOx emission factors come from CITEPA's OMINEA National Inventory Report. [DP E2-4_08; DP E2-4_09; DP E2-4_10]

The CSRD definition of substances of concern covers several thousand molecules, and neither Renault Group's vehicle bill of materials nor the IMDS database allows easy extraction of the required data. For a first estimate, teams identified substances across representative sub-scopes, namely the Renault Megane, Renault Scenic and Dacia Duster models for substances in products, and the Douai site for substances used in manufacturing, then extrapolated total quantities for 2024. The analysis found that 90% of the total annual mass of these substances consists of copper (in electrical cables and brass parts), zinc (in brass parts and galvanised sheet surfaces) and petroleum distillates (for lubrication). Results were inconclusive for other substances of concern due to wide dispersion of values, and a working group will be set up in 2025 to establish a more precise method. For substances of very high concern released in 2024 as products, the total ranged from 22,961 to 34,410 tons, of which lead accounted for 22,770 to 33,579 tons. SVHC procured or used for manufacturing totaled 34 tons. Lead, about 99% of the SVHC listed, is used in 12 V batteries. Values for services were below 0.5 tons.

Renault Group discloses anticipated financial effects from material pollution-related risks and opportunities as expenditures in conjunction with major incidents and deposits. For 2024, both operating expenditures (OpEx) and capital expenditures (CapEx) in conjunction with major incidents and deposits related to pollution were reported as null. A major environmental incident is defined as an event resulting from uncontrolled developments of major importance, such as the release of hazardous substances or a fire, occurring during the operation of a Renault Group site and causing serious immediate or delayed danger to human health or the environment inside or outside the site. In the case of a pollution incident, a list of events and indicative thresholds to qualify them as major environmental incidents has been established, though this list is indicative and not exhaustive. The final decision to qualify an event as major is made on a case-by-case basis by the site's Environmental Manager and the relevant corporate experts, depending on the specific conditions of the event and the site in question. [DP MDR-M_02]

Water resources are one of the five fields of action of Renault Group's environmental policy, translated into a Health, Safety, Environment and Ergonomics (HSEE) policy applicable to all industrial sites. At the end of 2023 the Group developed a dedicated water management policy called Full Power Water, applied across all industrial sites including car assembly plants, mechanical plants and foundries, while the Group's global policy applies to other material sites. The policy aims to better manage water resources and risks, sourcing and treatment, anticipate water scarcity linked to climate change and future restrictions, and reduce business risk and environmental footprint. The overarching goal is to eliminate the withdrawal of water from natural resources for industrial use, excluding rainwater, with priority given to sites in regions facing water risks such as water scarcity or emerging regulations. The main axes are designing new facilities following best water management practices, monitoring water consumption through connected meters, improving water consumption efficiency, recycling water through recycling loops, and mitigating water stress risk by assessing restriction risks and monitoring resource status in real time for each site at risk.

Renault Group has taken various actions under the Full Power Water policy with a long-term commitment to develop these initiatives. Actions are organized around the 2027 roadmap pillars. New facilities are designed following best water management practices, with work to harmonize best practices in specifications and a quarterly committee. Water consumption is monitored during the industrial process, targeting 100% connection and real-time monitoring of external water supply by end of 2025 through deployment of water meters and leak detection. To date 78% of industrial sites have water meters connected to the Looker platform and 88% of water supply is monitored in real time. Efficiency is improved with a water pilot appointed on each industrial site in 2024 and monthly committees. Major leaks were found and repaired at Douai and Flins in 2024. Water recycling loops are implemented, with technical and economic studies launched at Sandouville, Casablanca and Tanger and a roadmap to 2030. Water stress risks are mitigated through annual assessment of restriction risks, emergency countermeasure plans, real-time monitoring, and alerts to site directors, with three alerts sent in 2024. The action plan prioritizes sites in regions at risk of water shortages.

Renault Group has set a target to reduce its water footprint. The target is to reduce the Group's external water supply per vehicle produced to 3 m3/veh by 2030, from a baseline of 4.8 m3/veh in 2021. The scope covers manufacturing sites, tertiary, logistics and engineering sites of Renault Group, excluding garages and dismantling sites. There is an intermediate target of 3.2 m3/veh for 2025, and the 2024 value was 3.3 m3/veh. The target is voluntary, based on the Group's water policy objectives and linked to the Full Power Water policy, aiming to minimize the water footprint particularly in areas at water risk. To set the target, the Group used a mixed approach combining Group-level ambition with site-level analysis, considering continuous site improvement, environmental constraints, regulatory developments, planned production and allocated resources. Definitions draw on recommendations from external stakeholders such as water agencies. Performance is reviewed monthly by sites and the target is recalculated each year to reflect changes in consolidation scope. In May 2024 the loss of control of the HORSE entities reduced consumption by an estimated 0.25 m3/vehicle, and the exclusion of four additional sites represented 0.18 m3/vehicle.

Renault Group reported total water consumption of 2,378,353 m3 in 2024. Of this, total water consumption in areas at water risk, including areas of high-water stress, was 1,432,424 m3, and total water recycled and reused was 352,014 m3. The water intensity ratio, calculated in accordance with DR E3-4 as the ratio of water consumption of the Group's own operations to total net revenues, was 42 m3/MEUR in 2024. The Group notes the difficulty in interpreting this ratio due to its sensitivity to factors such as the level of industrial integration or the product range. To determine the quantity of water consumed, two approaches were used depending on facilities available: for sites with rejection measures (39% of sites in the perimeter) the actual quantities of external water supplies, recycled rainwater and discharges are used, while for sites without rejection measures (61% of sites) consumption is estimated as a percentage of external water supply based on the type of site activity. External water supply includes water obtained by pumping and external networks. Areas at water risk were identified using the WRI Aqueduct water risk atlas tool. Metrics are set through physical measures based on recognized standards, subject to internal controls without systematic external validation.

Renault Group's automotive activities rely 100% directly and indirectly on biodiversity and ecosystem services provided by nature, especially water provisioning and climate regulation. Dependencies were assessed at Group level covering own operations and the upstream value chain using the ENCORE tool, with the most significant dependencies in the upstream value chain, specifically ground and surface water supply, water flow maintenance and climate regulation; no dependency was rated very high. Group-level biodiversity impacts were assessed using the Corporate Biodiversity Footprint methodology, which uses the Mean Species Abundance metric. According to the Biodiversity Footprint 2023 results, the major pressures are climate change (over 50% of total impacts), followed by pollution and land-use change (over 20% each), and the major phases are the use phase of products (over 50%, mainly through GHG emissions) followed by the upstream value chain (over 20%, mainly through pollution), while direct own operations impacts are insignificant (under 1%). Regarding the E4-1 transition plan, Renault Group states that the resilience of the current business model and strategy to biodiversity-related systemic risks and opportunities has not been assessed yet. The risk assessment extends to the 2030 horizon, at which no material biodiversity- and ecosystems-related systemic risks have been identified.

The preservation of biodiversity and ecosystems is one of the five fields of action of Renault Group's environmental policy, which covers all related impacts, dependencies, risks and opportunities. This policy does not address the social consequences of biodiversity and ecosystems-related impacts. It has been defined in line with the Global Biodiversity Framework of COP15, the European Biodiversity Strategy and the French National Biodiversity Strategy for French sites, and involves monitoring, assessing and disclosing risks, dependencies and impacts, as well as implementing actions to reduce negative impacts. In 2018 Renault Group joined the Act4nature initiative. Biodiversity-related topics in the value chain are covered by the Green Procurement and CSR Guidelines for Suppliers, requiring suppliers to evaluate dependencies and impacts, adopt a measure, avoid, reduce, restore approach, avoid land use change and deforestation, and set targets for 2030 and 2050. The Group supports traceability through its IMDS tool and its Sustainable Natural Rubber Policy. A sustainable natural rubber policy implemented since 2022 aligns with the GPSNR objectives and addresses deforestation. In 2022 the Group joined the No deep seabed Mining coalition and adopted a Bio-based Materials Policy avoiding first-generation biomass. The policy applies to all operational sites, including those near sensitive areas.

Renault Group constructed its sites action plan for biodiversity and ecosystems around three pillars: measure, avoid and minimize, and compensate and restore. To measure impacts, biodiversity diagnoses are carried out for each site by an external specialized company, with all industrial sites to be covered by 2025, and impacts are assessed for all projects impermeabilizing an area greater than 1,000 m2. To avoid and minimize, the Group mitigates indirect impacts including VOC emissions, GHG emissions, water consumption and discharge, limits the impact of new site installations by integrating environmental considerations from the outset, implements ecological management best practices by 2030 in European material sites (differentiated grass cutting, pesticide-free maintenance, nesting boxes), manages light pollution, and reduces dependencies on raw materials through circular economy practices. To compensate and restore, the Group conducts environmental incidence studies for projects sealing more than 1,000 m2 and studies compensation for residual impacts; in 2024 no project resulted in compensation. In 2024 the Group undertook a voluntary project to rewild a parcel at Flins. Since 2023 it co-finances the Agroforestry Capacity Building Thailand project with Michelin. Biodiversity-related actions are often part of broader action plans, which limits data granularity for tracking budgets per action. As this is the first year of CSRD reporting, action plan progress will be disclosed in the next cycle.

Renault Group set three biodiversity and ecosystem targets. First, conduct a biodiversity diagnosis at Renault Group industrial sites, targeting 100% by 2025 from a 2020 baseline of 0, with a 2024 value of 37/43 (mitigation hierarchy: measure). Second, adopt differentiated management of green spaces at Renault Group sites where the surface area of green spaces exceeds 0.1 hectares, targeting 100% by 2030 from a 2024 baseline of 33%, with a 2027 intermediate target of 75% and a 2024 value of 33% (mitigate). Third, eliminate the use of pesticides at all manufacturing sites and major tertiary, engineering and logistics sites, targeting 100% by 2028 from a 2024 baseline of 88%, with an intermediate target of 100% of manufacturing sites by end 2026, and a 2024 value of 88% of all industrial and main engineering, logistics and tertiary sites and 91% of manufacturing sites (mitigate). The Group aims for zero deforestation by applying the EU Deforestation-free Regulation. Targets from other ESRS (water supply per vehicle, nickel and zinc discharges, VOC emissions, GHG emissions) also support biodiversity. Targets are aligned with the Kunming-Montreal Global Biodiversity Framework, the EU Biodiversity Strategy and the French National Biodiversity Strategy, based on the avoid, reduce and restore approach recommended by SBTn and TNFD, and do not imply biodiversity offsets.

According to the Biodiversity Footprint 2023 results, the most material impacts by pressure for Renault Group's business model are climate change (over 50% of total impacts), pollution (over 20%) and land-use (over 20%), with related metrics disclosed in the climate and pollution chapters. The most significant dependency is linked to water consumption. Renault Group states it has not yet identified relevant metrics for land-use impact at Group level. For the biodiversity-sensitive areas metric, Renault Group reported that in 2024 the number of sites owned, leased or managed in or near protected areas or key biodiversity areas that the undertaking is negatively affecting was 10, covering 1,139 hectares. The analysis focused on the material sites, while all other sites (garages, dealerships and tertiary sites) are considered to have a low impact on biodiversity and were excluded. To determine whether a site is located near biodiversity-sensitive areas, an external body conducted a diagnostic evaluation, and where a diagnostic had not been performed the analysis relied on a literature review and the WWF Biodiversity Risk Filter tool. Metrics are set through physical measures based on robust methods, subject to internal controls and verifications without being systematically validated by an external body.

The circular economy and resource use form one of the five fields of action of Renault Group's environmental policy. It is translated into a Health, Safety, Environment and Ergonomics (HSEE) policy applicable to all industrial sites, and into a dedicated Circular Economy Policy aimed at reducing reliance on virgin raw materials and preserving limited natural resources for future generations. The Group applies circular economy principles across all life cycle stages to minimize resource depletion and the environmental impacts of raw material extraction and processing. The policy has accelerated since the 2021 Renaulution plan and its Green as a Business component, and covers the whole value chain and product life cycle without geographical limits. Suppliers are engaged through the Green Procurement Guidelines. Policies align with ISO 14001 for environmental management and ISO 14021 for recycled materials accounting. In 2022 Renault adopted a Bio-based Materials Policy ensuring biomass-derived materials do not harm humans or ecosystems, avoiding first-generation biomass. Resource inflows, resource outflows and waste strategies are formalized in the HSEE policy, including commitments to minimize inflows and reduce non-recycled waste. Each vehicle project is overseen by an Environmental Customer Performance Leader. Stakeholders and NGOs were consulted on major projects such as Refactory.

Renault Group built its circular economy action plan around three pillars: eco-design tackling raw materials use, extension of the lifespan of vehicles and parts through reconditioning, repair and remanufacturing, and end-of-life management through reuse and recycling of materials and parts plus waste management. To support this plan the Group created The Future Is NEUTRAL (a subsidiary owned 82% by Renault and 18% by Environment since October 2024) and the Refactory in Flins. The Future Is NEUTRAL, created in 2022, is presented as the first circular economy enterprise serving all European automotive players, covering the entire value chain through subsidiaries GAIA, INDRA, THE REMAKERS and associate firm Boone Comenor Metalimpex. The Refactory, operational since 2021, is described as Europe's first factory dedicated to circular economy of mobility, built around four clusters: Re-trofit, Re-energy, Re-cycle and Re-start. Inflow actions include eco-design applied to Scenic E-Tech, Renault 5 E-Tech and Dacia Duster with high recycled plastics rates, planned Mobilize Duo and Bento with 40% circular economy materials, reducing rare earth dependency via rare-earth-free EESM motors since 2011, and closed-loop recycling of cobalt, nickel and lithium. Budgets are confidential as actions sit within broader projects.

Renault Group discloses a voluntary target to reach 33% (by mass) proportion of recycled materials or materials from the circular economy across all vehicles manufactured worldwide, weighted by production volumes, by 2030. There is no stated baseline year or value; the status at year-end 2024 was 30.2%. The target covers materials that are recycled or sourced from circular economy practices such as on-site recycling of production waste. Recycled materials are defined per ISO 14021, and the target uses a broader indicator that also includes metallic production scraps reused in-house (which ISO 14021 excludes). Three criteria informed the 33% level: rates already achieved by material and process, supplier trends and roadmaps, and a technical evaluation focusing on plastics, flat steels and aluminum alloys for wheels. Progress is monitored through Material Data Sheets from suppliers. The rate stays relatively stable because gradual generational increases are offset by the rising share of electric vehicles, which structurally contain fewer circular economy materials. A separate waste target aims to reduce non-recycled production waste per vehicle to 15.4 kg/vehicle by 2030 from a 2023 baseline of 17.6 kg/vehicle (excluding HORSE sites), with a 2025 intermediate target of 17.1 kg/vehicle; the status at year-end 2024 was 17.0 kg/vehicle.

Renault Group's facilities span four continents. The main materials used in vehicles and spare parts are steel, cast iron, aluminum and plastics; packaging materials are steel, wood, plastic and cardboard; and cobalt, nickel and lithium are used for batteries. Bio-based materials represent less than 1% of the materials used in vehicle production, with natural rubber (mainly in tires) by far the main bio-based material. Most suppliers incorporating biomaterials cannot yet provide independent sustainability certificates, though certification is developing, especially for tires under the EU Deforestation Regulation (EUDR). For 2024 the Group reports an overall weight of products and technical and biological materials used during the reporting period of 3,559,897 tons. The weight of secondary reused or recycled components, secondary intermediary products and secondary materials (including packaging) was 1,082,520 tons, representing 30.4% of the total. The Group notes these figures rely on assumptions and a high level of uncertainty, with some data reported on a partial perimeter (for example packaging figures focus on France, around 40% of after-sales activity, based on the first nine months) and efforts are underway to improve reliability.

Renault Group is committed to designing and producing vehicles that are durable, repairable, reusable and recyclable. It notes there is no standard methodology for computing durability or reparability, so no automotive industry benchmark is available. All Group vehicles sold in the EU comply with regulation (EC) 715/2007 (Euro6), requiring durability of pollution control devices of 160,000 km; these requirements increase and will encompass battery lifetime from 2026 under Euro7 (EU 2024/1257). Renault ensures spare parts availability of at least 10 years for passenger vehicles and 15 years for commercial vehicles after end of production. On recyclability, all vehicles sold in the European market are at least 85% recyclable and 95% recoverable under Directive 2005/64/EC, a standard applied worldwide. The disclosed recyclable content rate in vehicles is 85% for 2024, and the recyclable content rate in after-sales packaging is also 85%. The packaging of spare parts sold in after-sales is 85% recyclable. To minimize waste in production, more than 95% of parts delivered to factories are transported in reusable packaging, and the remaining single-use packaging is recycled over 89%.

Renault Group quantifies the ESRS waste datapoints for 2024, all expressed in tons. Total waste generated was 695,824 tons, comprising 46,283 tons of hazardous waste and 649,541 tons of non-hazardous waste. Waste diverted from disposal totaled 671,897 tons (31,772 hazardous, 640,125 non-hazardous), of which the total amount recycled was 640,517 tons (17,952 hazardous, 622,565 non-hazardous) and the total recovered by other operations was 31,380 tons. The total amount prepared for reuse was nil, since Renault states reused materials are not considered waste. Waste directed to disposal totaled 23,927 tons (14,511 hazardous, 9,416 non-hazardous), split into 9,560 tons to landfill, 8,823 tons to incineration and 5,544 tons disposed of by other operations. Non-recycled waste was 55,307 tons, equal to 8% of total waste (non-recycled waste includes disposal, incineration with energy recovery, and certain recovery codes treated conservatively). The total amount of radioactive waste was nil. The percentage of packaging waste recycled was 89.96% (a conservative estimate). The main waste categories are metallic waste, hazardous process waste, packaging waste and traction batteries.

Renault Group reports policies covering working conditions and human rights, health and safety, diversity and inclusion, training and skills, and social dialogue. The human rights policy aligns with the 1948 Universal Declaration of Human Rights, the UN Global Compact, OECD Guidelines, and multiple ILO Conventions, prohibiting child labor (minimum age 15), forced labor, and harassment. Commitments are enshrined in the 2013 and 2019 Global Framework Agreements and their 2021 addendum. The Health and Safety policy pursues continuous improvement and preventive measures, incorporates ILO standards, and is supported by the OneHealth program (endorsed April 2024) and a HSEE policy published in 2024, with ISO 45001 rollout planned for all sites. Diversity and Inclusion is governed by a D&I strategy, a D&I Charter, a disability policy, and a zero-discrimination policy, backed by ILO Convention No. 111 and the UN Women's Empowerment Principles. Social dialogue policies rest on the two GFAs covering all employees. Policies are publicly available on the website and communicated internally via intranet, meetings, and training. The Chief People, Workplace, Organisation Officer holds most senior accountability.

Renault Group engages with its workforce and their representatives through regular meetings, information sessions, and follow-ups on the 2013 and 2019 Global Framework Agreements. In 2024 the Group Works Council met 19 times. Follow-up on the 2013 GFA included six meetings of the Restricted Group Works Council, while the Worldwide Group Works Council dedicated a full day to it during its annual plenary session. On health and safety, dialogue occurs through frameworks at local, national and international levels, including France's Social and Economic Committee and its CSSCT commission, meeting monthly to quarterly locally and bi-annually to annually at Group level under Human Resources supervision. For diversity and inclusion, a D&I Survey is conducted every two years across all employees, with results shared with the Group Works Council. On training, engagement includes annual career and development interviews. For social dialogue, the Group Works Council is capped at 40 members, including up to 31 from the European Economic Area. Renault Group deployed People@RenaultGroup in 2022 to gather feedback, launched a psychological health survey in France in December 2022, and a global employee survey in January 2023.

Renault Group has deployed WhistleB, a confidential and secure whistleblowing platform open to all employees, including individuals seeking employment and former employees, who can report facts contrary to the law, the Code of Ethics, or the Anti-corruption Code of Conduct. WhistleB is complemented by regular internal channels: management, Human Resources, employee representatives, the Ethics and Compliance Department, and the network of Ethics and Compliance officers. On safety, workers' ability to detect and report anomalies is a critical requirement established in the Mandatory Rules and rigorously audited. For diversity and inclusion, employees have access to six channels: Human Resources, line management, Ethics and Compliance referents, WhistleB, zero-discrimination referrals, and the D&I Survey. A guide for handling discrimination and harassment alerts supports Human Resources investigations in line with GDPR. Measures to remedy negative impacts include the widely disseminated zero-discrimination policy, compulsory educational programs, a Group investigation protocol, and the zero-discrimination pack. For data privacy, employees can raise concerns via forms and email addresses, or escalate to national data protection authorities such as France's CNIL. Policies protect workers, including representatives, from retaliation.

Renault Group takes action on material impacts through a risk mapping process updated in 2023, evaluating enforcement of human rights policies and a structured response mechanism for alerts reviewed at Group Works Council plenary sessions. More than 88% of employees are covered by collective agreements. In 2024 the Group was not aware of any negative impact requiring remediation, so it concentrated on preventive policies. Key actions include annual risk assessments, application of the 2013 and 2019 GFAs, continuous improvement of the Health and Safety policy, work-life balance and remote working initiatives, and mandatory training including on hyper-connectivity. Health and safety actions are grouped into health, safety and ergonomics pillars, deploying Mandatory Rules, substituting harmful substances, and pursuing zero work-related accidents and illnesses by 2030. The HSEE corporate teams' annual operating budget is approximately 2 million euros OpEx, and the OneHealth program was granted a 12 million euro OpEx budget for 2025. Diversity actions include the zero-discrimination pack and awareness days on sexism, covering 29 sites by end of 2024, plus training such as Together in Diversity and Inclusive Management, and career programs W-Journey and Be-Your-Own-Leader for women. Training actions include ReKnow University, established 2021, which delivered over one million hours of internal training in 2024.

Renault Group sets targets across its workforce topics. For health and safety, the Group set a 2021 target of zero work-related accidents and illnesses by 2030, covering employees, temporary workers, and contractors for serious accidents. The reference value for monitoring accidents is 4,691, based on the 2017 HSEE dashboard, monitored quarterly by the Strategy and Sustainability Committee and annually by the Group Works Council. OneHealth targets are to cover 80% of Group employees by 2025 and 100% by 2030; at end 2024 coverage stood at 63%. For diversity and inclusion, the Group achieved gender pay equality in 2023 based on its own methodology, two years ahead of its 2025 target, from a 2020 baseline of -3.9%. It targets balanced gender representation in management of 30% women by 2030, 40% by 2040 and 50% by 2050, from a 2021 baseline of 24.7%, and 50% female apprentices/interns recruited by 2025 from a 2024 level of 47.5%. It aims for 50% women in recruitment processes. Training targets for 2025 are a 90% training access rate and 35,000 employees trained through ReKnow University.

Renault Group reports a total of 98,636 employees at the end of 2024. By region, 64,793 are in EEA countries and 33,843 in non-EEA countries. By gender, 22,965 are female, 75,669 male, 1 other gender, and 1 not reported. Countries representing more than 10% of Group headcount are France with 38,730 employees and Romania with 12,887. By contract and region, permanent employees total 89,185, temporary 9,436, and non-guaranteed hours 15; EEA holds 58,457 permanent, 6,336 temporary, while non-EEA holds 30,728 permanent, 3,100 temporary, and 15 non-guaranteed hours. By contract and gender, female employees include 20,071 permanent and 2,893 temporary, and male employees 69,112 permanent and 6,543 temporary. During the reporting period 5,907 employees left the Group, and the employee turnover rate was 6.6%, calculated on permanent contracts using the average number of permanent employees as the denominator. Employees are defined as individuals with a permanent or fixed-term contract; temporary workers, interns and VIEs are excluded as non-employees.

Renault Group reports collective bargaining coverage and social dialogue for 2024. Collective bargaining coverage for EEA employees in France and Romania falls in the 80-100% band, while non-EEA countries fall in the 60-79% band. Workplace representation through social dialogue for EEA employees in France and Romania is in the 80-100% band. These figures apply to countries with more than 50 employees representing more than 10% of total Group employees for EEA, and regions on the same threshold for non-EEA. The 2013 and 2019 Global Framework Agreements cover all employees, and more than 88% of employees are covered by collective agreements. Renault Group's commitment to freedom of association and collective bargaining follows ILO Conventions No. 87 and No. 98. The Group Works Council, capped at 40 members including up to 31 from the European Economic Area, serves as the key platform for international social dialogue and met 19 times in 2024. In France, the Group implemented the new Collective Bargaining Agreement for Metallurgy in 2024.

Renault Group reports diversity metrics for 2024. By age, the workforce of 98,636 employees breaks down into 13,987 under 30 years old, 61,937 aged 30 to 50, and 22,712 over 50. For gender distribution at top management level, defined as the top governing bodies comprising the Renault Group Leadership Team and the Management Committees of the Renault, Dacia, Alpine and Mobilize brands and of Ampere, there are 71 people in total: 25 women, representing 35%, and 46 men, representing 65%, with zero recorded as other gender or not reported. The Group monitors women's representation in management to advance gender equality, with a target of 30% women in management by 2030 from a 2021 baseline of 24.7%. Diversity progress is tracked through the D&I Survey, the internal control framework, and monitoring of women's representation, with results communicated across Group sites.

Renault Group states it adheres to ILO Convention No. 100 advocating equal pay for work of equal value and ensures that all its employees are paid an adequate wage. For remuneration matters, the Group applies salary scales that have been shared with staff representative bodies. For this first reporting year, Renault Group used an international database to establish adequate wage reference levels. In regions where the Group has a significant presence, it opted for national minimum wages as the reference. Exchanges with peers are planned for 2025 to improve the method or find a more reliable database. Central Human Resources teams conduct an annual review to ensure that no employee, excluding interns and apprentices with a contract, is paid below the set threshold. The reported metric is the percentage of employees paid below the applicable adequate wage benchmark.

Renault Group reports health and safety metrics for 2024. The percentage of employees covered by a health and safety management system is 80% through internally audited sites and 6% through ISO 45001-certified sites. The internal figure accounts for sites audited at least once against the 10 Mandatory Rules-Safety by the HSEE Department, while the external figure reflects ISO 45001 certification by an accredited organization. There were 1,081 work-related accidents among Group employees, and the rate of work-related accidents among Group employees was 5.54%. This rate relates the number of accidents to employee exposure hours, calculated as actual working hours increased by a 10% coefficient for non-working presence time at Group sites. The number of fatalities in the Group's workforce resulting from work-related injuries is reported as none, as is the number of fatalities of other workers on Group sites from work-related injuries. The reporting tool covers approximately 99% of the perimeter, with estimates for a few tertiary entities. For the RNTBCI joint operation, a 51% ratio is applied to total site hours.

Renault Group reports compensation metrics for 2024. The gender pay gap calculated using the ESRS S1 method is -10.2%, defined as the difference between the average gross hourly pay of men and women reported to the average gross hourly pay of men, with cost of living adjustment applied. Because the calculation was not technically feasible at Group level this year, it was carried out in the five most significant countries (France, Romania, Spain, Morocco, and Brazil), covering approximately 65% of the workforce; a working group will be established to cover the remaining 35% in coming years. The annual total remuneration ratio is 272, with salaries reassessed using a Cost of Living Allowance index based on Mercer data to ensure comparability between France and other countries. Separately, Renault Group notes it does not follow the ESRS-recommended method for its own monitoring but uses an alternative approach measuring the gap per hierarchical level, which shows a 1.2% gap in favor of women. Remuneration elements include base salary, variable compensation, overtime, profit sharing, cash and in-kind benefits.

Renault Group reports incidents, complaints and severe human rights impacts for 2024. The number of complaints filed through channels for people in own workforce to raise concerns was 234, of which 230 were incidents of discrimination. The number of complaints filed to National Contact Points for OECD Multinational Enterprises is reported as none, and the amount of fines, penalties and compensation for human rights issues and incidents connected to own workforce is reported as none. For severe human rights issues, the number of severe human rights issues and incidents connected to own workforce is reported as none, including those that are cases of non-respect of the UN Guiding Principles and OECD Guidelines, and the associated amount of fines, penalties and compensation is also none. Incident information is collected through WhistleB, open to all employees and suppliers, complemented by traditional reporting channels such as line management, HR, employee representatives, and the Ethics and Compliance Department. Given the confidential nature and dual reporting routes, the number of cases reported might include double counting. The discrimination count includes all incidents whether proven or not.

Renault Group implements a set of policies to prevent negative impacts and risks for value chain workers: the Vigilance Plan, the Purchasing Policy for Suppliers, the CSR Guidelines for Suppliers, the Green Procurement Guidelines, the 2013 Global Framework Agreement with the Group Works Council and IndustriALL Global Union, the Policy on the Supply of Cobalt and Minerals from Conflict or High-Risk Areas, and the Sustainable Natural Rubber Policy. Policies are published on the Group website and accessible to all stakeholders. They draw on international standards including ISO standards, the Universal Declaration of Human Rights, the ten principles of the UN Global Compact, the UN Declaration on the Rights of Indigenous Peoples, the OECD Guidelines for Multinational Enterprises, and ILO standards. Renault Group has validated a specific human rights policy. In its CSR Guidelines for Suppliers, the Group commits to respect fundamental rights, ban child labor under 15 years old, prevent discrimination, ensure diversity, inclusion and freedom of association, and provide the right to health, safety and decent working conditions. The Vigilance Plan applies in all 36 countries where the Group is present and is signed by senior officers including the Chief Strategy Officer and Chief of Procurement. To manage fair transition, ReKnow University was launched in 2021 to reskill workers whose jobs are threatened by the shift from combustion to electric vehicles.

Renault Group engages with value chain workers through their representatives, including IndustriALL Global Union, within the framework of the 2013 Global Framework Agreement monitoring committee, which meets at least once a year. The Group also engages through membership in initiatives such as the Responsible Minerals Initiative, the Global Battery Alliance, Recharge, the French automotive platform (PFA), the Global Platform for Sustainable Natural Rubber, and the Initiative for Responsible Mining Assurance, through which it indirectly receives the views of workers in the value chain. Renault Group participates in events like the OECD International Forum on Responsible Mineral Sourcing where value chain actors are directly or indirectly represented. The Group deploys an annual on-site CSR audit campaign for suppliers that includes interviews with workers to detect potential risks on human rights and working conditions, including health and safety. The effectiveness of engagement is evaluated qualitatively through feedback and audit interviews. The Sustainable Procurement Senior Manager is responsible for ensuring audits and the interview phase are carried out. Effectiveness is measured through detection of improvement areas during audits, sampling, site observations, interviews, and implementation of corrective action plans. In its downstream value chain, the Group conducts annual Dealer Satisfaction Surveys among dealership managing directors and sales managers.

Renault Group uses ratings such as EcoVadis for its risk mapping, including for value chain workers, to detect human rights violations. In 2023, the Group initiated a risk mapping study with a third-party consultancy to update and enhance its risk mapping with a focus on country-specific and raw material-related risks, incorporating information on public claims into the risk assessment. On-site CSR audits and employee interviews serve as a tool for value chain workers to raise concerns and for the Group to detect human rights issues. Outcomes of past audits inform the following year's audit plan, and corrective action plans are implemented when non-conformities are found. The WhistleB whistleblowing system is available to all value chain workers in complete confidentiality. Renault Group annually reminds suppliers of this tool and provides a user guide. When an alert is raised, a formalized handling procedure applies and action plans are put in place. The reporting platform complements other channels such as employee representatives and the Ethics and Compliance Department.

Actions applying to all suppliers include requiring all suppliers to sign two codes of conduct, the GFA (chapter 1 on fundamental rights) and the CSR Guidelines for Suppliers, committing them to respect and implement CSR principles in their own operations and value chain. The Group annually assesses and publishes the overall risk presented by main suppliers through EcoVadis sustainability evaluations covering labor, human rights, environment, ethics and sustainable procurement, expecting a minimum rating of 45/100. It updates the country risk mapping to categorize supplier sites by criticality, conducts annual CSR assessment campaigns including questionnaires and on-site audits, and requests corrective action plans followed by follow-up audits where major non-compliance is detected. No Zero Tolerance non-compliance cases (proven child labor, forced labor, harassment or violence) were noted in the 2024 audit campaign. The Group is preparing a battery due diligence policy, developing strategic partnerships for sustainable raw materials, and revising the Code of Conduct to cover suppliers beyond tier 1. The Chief of Procurement, Partnerships and Public Affairs Officer is responsible. The Duty of Vigilance Steering Committee monitors effectiveness. In 2024, no complaints or serious human rights incidents were recorded. Information systems do not yet allow costs of upstream action plans to be evaluated.

Renault Group is expanding its audit strategy by conducting more audits and self-assessment questionnaires, leading to identification of more non-conformities. The focus is on both reducing non-conformities and managing their adverse effects through corrective action plans and follow-up audits. In 2024, the Group carried out 104 audits and self-assessment questionnaires, compared to 45 in 2023, across more supplier sites and more countries to mitigate more risks. The Group plans to define a 2030 target in 2025 with a 2025-2030 plan relating to risks and negative impacts for workers in the upstream value chain, including a new baseline accounting for the sale of HORSE, which will significantly influence the supplier base, and a new sustainability rating integrating criteria beyond EcoVadis. On fair transition, and in agreement with stakeholders, Renault Group has set a target of 5,000 value chain workers trained by ReKnow University by 2030, in both upskilling and reskilling. Progress is measured monthly and corrective actions are taken if necessary. The target is counted from the date of accessibility of ReKnow University to value chain workers. There are no intermediate targets.

Renault Group's Vigilance Plan, which covers all geographical areas where it operates and extends to suppliers, outlines the commitment to minimize potential negative impacts and encourage positive impacts on communities along its value chain. The Group complies with the 2007 United Nations Declaration on the Rights of Indigenous Peoples and with local regulations on property rights. The Duty of Vigilance Steering Committee is responsible for implementing and monitoring the Vigilance Plan. For the Group's own operations, site managers oversee identification of local risks and opportunities through exchanges with communities and authorities and ensure opportunities are deployed by the Group's teams. The Public Affairs Department ensures dialogue with public authorities when relevant. To prevent, mitigate and remediate negative impacts, the Group has developed measures engaging all stakeholders in territories where it has a significant presence. At site level, measures are identified and prioritized by the local management team based on dialogue with public authorities or local civil society representatives. At Group level, ongoing dialogue between the Sustainability Department and NGOs improves understanding of stakeholder issues and expectations; in 2024, dialogue focused on human rights and the battery minerals supply chain. Some functions, such as the Public Affairs Department, have set specific guidelines on affected communities to ensure a consistent global approach.

Renault Group's engagement with local communities is multifaceted, using regional development agreements, discussions with public authorities, direct conversations, plant tours, complaint procedures, environmental information leaflets, local media relations and adherence to associations. The Group engages with affected communities during project planning, development and operations phases. Engagement with indigenous representatives occurs as needed, respecting free, prior, and informed consent. Renault Group adopts a tailored approach in each country reflecting the unique legal and cultural contexts. Local Public Affairs representatives ensure that local elected representatives and community representatives are properly informed about site development plans and the creation of new activities, and are committed to consider their feedback in developing new solutions and conducting the Group's activities. The Duty of Vigilance Steering Committee monitors impact measurements on a monthly basis, with a summary presented to the Ethics and Compliance Committee once a year. The Group is committed to effective engagement with indigenous peoples' representatives if actual or potential negative impacts arise from its activities or site development projects, and to respect the principle of free, prior, and informed consent in the case of potential relocation processes, in line with the UN Declaration on the Rights of Indigenous Peoples.

Based on media monitoring by the Prevention and Protection Department and stakeholder engagement with NGOs, the Sustainability Department raises concerns to the Sustainable Procurement Department whenever a potential community issue is detected at supplier level. Depending on the case, the Sustainable Procurement Department can take different types of action regarding the concerned supplier, including on-site audits. Additionally, any individual, including a representative of affected communities, can confidentially report an issue to Renault Group via the WhistleB professional alert system. The issue is then forwarded to the relevant Department for resolution, with a detailed description provided in the Group's whistleblowing chapter.

Renault Group remains committed to ongoing improvement in risk management, stakeholder engagement, monitoring and compliance mechanisms, such as risk mapping and on-site audits, through implementing and monitoring the Vigilance Plan while positively supporting local communities. The Group is committed to develop a specific vigilance plan for batteries and to contribute to a cobalt sourcing initiative. It addresses material risks and impacts by requiring all tier 1 suppliers to endorse the CSR Guidelines for Suppliers, currently being updated to strengthen commitment to affected communities and encompass suppliers beyond tier 1. The Group identifies needed actions in response to actual or potential negative impacts through a risk mapping process in the Vigilance Plan. The Group mitigates negative impacts near its facilities and advances opportunities by working with public authorities to enhance job opportunities and foster employment growth, and by promoting social and local dialogue. Examples include training and skills development programs for local employees, free professional training in Brazil, scholarships in Colombia, and localizing direct and indirect purchasing spend. Through the 2019 GFA, employees are encouraged to collaborate with solidarity-based associations, with time recognized as official working hours. Effectiveness is measured in part by the number of incidents reported by GFA signatory parties. Renault Group was not aware of any serious human rights incident related to local communities in 2024.

Renault Group tracks the effectiveness of its policies and actions related to material sustainability-related impacts, risks and opportunities through processes outlined in its Vigilance Plan. Effectiveness of sustainability policies and actions, including those related to communities, is monitored through both the Group's ESG dashboard and ratings from various external extra-financial agencies, summarized on Renault Group's website. Dashboard and rating changes are reviewed monthly by the Group's Sustainability Committee, with specific calls for internal actions if progress is not considered under control.

Renault Group's policies for consumers and end-users are shaped by internal societal responsibility principles and align with international standards including the Universal Declaration of Human Rights, the OECD Guidelines for Multinational Enterprises, the Global Compact, the UN SDGs, the UN Guiding Principles on Business and Human Rights and the ILO Declaration. The Group reports it received no alerts of non-compliance with human rights principles related to consumers in 2024. Road safety is one of three pillars of the sustainable development strategy, structured around four areas: prevent, correct, protect and rescue, and overseen by the VP Cross Carline Software, EE and Innovation. The safety approach covers equipment such as airbags, belt pretensioners, Isofix, seat belt reminders, electronic stability control, driver monitoring, speed limiter and advanced emergency braking, plus the Human First program. A Group-level data protection policy adapted per subsidiary and country complies with GDPR, applies data minimization and is overseen by a Data Protection Officer. Additional policies address product quality, complaint management, documentation accuracy, financial and product accessibility (Caring Company pillar, CareMakers, Qstomize) and Mobilize F.S. selling practices.

Renault Group maintains ongoing interactions with consumers and end-users at all stages of the product lifecycle, including pre-purchase, purchase and post-purchase. Engagement uses the sales network, Customer Relations Service, awareness initiatives, product certifications, the website, commercial events, personal evaluations and questionnaires. Frequency varies and effectiveness is measured through customer and press trials and market share indicators. Direct engagement through sales representatives, dealerships and focus groups allows customization of products and services based on feedback, influencing decision-making. For safety, perspectives are gathered directly and indirectly through LAB studies and by the Industry Quality and Accidentology Department, the Engineering Division and the Customer Intelligence Department, with studies on vulnerable groups such as accidents involving children. For data privacy, engagement occurs through GDPR compliance, letting individuals exercise access, modification, deletion and portability rights. Mobilize F.S. engages via annual studies and surveys defining the Net Promoter Score, with Ipsos confirming representativeness. Qstomize gathers input at motor shows, launches and discussion groups, assessed via annual customer satisfaction surveys per client typology.

Consumers and end-users can voice concerns through channels including the Group's website, regular surveys and any consumer documentation, promoted via social media, advertising, partners' websites and at the point of purchase. Complaints are handled confidentially and anonymously to respect privacy and data protection, retaliation is prohibited, and confidentiality is preserved. For safety, remediation is addressed through the Rescue pillar, with guides, training sessions and late-model vehicles supplied to emergency services, plus QRescue and Fireman Access technologies. Concerns collected by the Industry Quality and Accidentology, Engineering and Customer Intelligence Departments refine policies. For data privacy, channels are on the website and in documentation, subject to daily monitoring and weekly reporting for complex requests; consumers dissatisfied with responses can contact their national data protection authority such as the CNIL in France, without retaliation. For documentation accuracy and complaints, each dealership contact for a technical problem alerts the factory, triggering customer protections, analysis and, where a batch defect is found, a blockage and recall process handled during the warranty period.

For road safety, Renault Group acts across prevent, correct and protect pillars: safe driving features such as Safety Score and Safety Coach targeting speed, substances and distraction; crash avoidance ADAS including advanced emergency braking and Emergency Lane Keeping tested by accredited laboratories; and crash protection using LAB studies to improve structure and protect vulnerable road users. Product safety principles cover marketing only safe products, monitoring products on the market, addressing safety issues, informing customers of recalls and organizing recall campaigns. Recall operations amounted to 26 million euros in 2024 and the E-Call program accrued 34 million euros. For data privacy, the Group uses a data breach analysis methodology, informs breached individuals per GDPR, applies Privacy by Design and Security by Design, deploys training and e-learning for new hires since 2020, and plans updated privacy forms in 2025 with user satisfaction measurement from 2026. Social inclusion actions include CareMakers Mobility micro-loans, CareMakers Invest (nearly 83,000 people, about 24,000 vulnerable, gained better mobility access), Mobilize F.S. social leasing and Cresus partnership. Warranty accruals reached 862 million euros in 2024.

The Group has set a general target to ensure its operations and products comply with all applicable laws and regulations. Consumers' and end-users' views inform target setting through stakeholder dialogue results, though they are not involved in tracking performance or identifying improvements, which remain internal. For road safety, the Safety Coach program targets 70 percent coverage of accident root causes in Europe by 2030, with the roadmap discussed with driving schools and insurers and deployed across all markets. The target is tracked by Sustainability Department indicators and validated through tests performed internally or by accredited laboratories, including on the consumer side by bodies designated such as Euro NCAP for Europe. NCAP tests are performed to better cover the real causes of accidents. For financial inclusion, Renault Group aims for a cumulated 4,000 lease-to-own arrangements by 2025, and CareMakers aims to reach 10,000 beneficiaries of inclusive mobility solutions by 2030, supported by average annual OpEx above 2 million euros over six years. For documentation accuracy, the Group commits to answering all customer requests received during the warranty period.

Renault Group's Ethics & Compliance Department defines the Group's global Ethics & Compliance policy and relies on a network of more than 100 referents who deploy it locally. Governance bodies include the Group Ethics & Compliance Committee (CECG), the Alert Handling Committee (CTA) with seven members and three experts, and each Country's Ethics & Compliance Committee (CECP). Business conduct policies include the Code of Ethics (2024), the Anti-Corruption Code of Conduct (2021), the Anti-Corruption and Influence Peddling Management System (2023), and business-specific Codes of Conduct. The Code of Ethics and Anti-Corruption Code of Conduct are signed by the Chairman and CEO and reference the French Sapin II law, the UK Bribery Act, the US Foreign Corrupt Practices Act, and the UN Global Compact. The Code of Ethics covers fair relations with suppliers and shareholders and the right to report violations discreetly. In 2024, the Group deployed a new platform of values and behaviours, co-constructed with top management and employee feedback and integrated into all Human Resources processes.

Renault Group's approach to supplier relationships includes a risk mapping of the value chain. Relationships with suppliers are assessed using external databases, regular audits, EcoVadis questionnaires, and internal specialists. An audit plan for 2024 is in place for China, Morocco, India, Turkiye, and Brazil. Supplier selection criteria include compliance with fundamental rights, the rating on EcoVadis questionnaires, and adherence to the Code of Conduct. Renault Group calculates a sustainability rating for suppliers, used alongside other criteria such as quality, cost, delivery, development, management, sustainability and risk. The Renault Group Procurement Code of Conduct applies to all Group legal entities in all countries where it operates, with the Procurement VP accountable for its implementation. These actions cover the entire Renault Group and its subsidiaries, aiming to standardize practices and improve supplier relationships as part of a long-term strategy. Suppliers are annually reminded of the WhistleB whistleblowing system, accompanied by a detailed user guide, allowing service providers, dealers, suppliers, partners and their subcontractors to report concerns.

Renault Group's Anti-Corruption and Influence-Peddling Management System is a continuous improvement process built around senior management involvement, mapping of corruption risks, prevention (Anti-Corruption Code of Conduct and dedicated Codes, training, third-party analysis), detection (whistleblowing and accounting controls), and remediation (corrective action plans and disciplinary regime). A Third-Party Integrity Management Process operates across the Group in compliance with Sapin II. In 2024, compliance tests were conducted in fourteen entities and corporate functions, and the Group achieved ISO 37001 certification applicable to all entities. Training is categorized by risk: mandatory Generic Risk training for all white-collar employees includes four e-learning modules (Ethics, Managing Conflicts of Interests, Anti-Corruption, Whistleblowing), each completed by more than 50,000 employees. Training is complete at 80% correct answers, with a 90% completion target among white-collar employees and renewal every three years. In 2024, 100% of top management brands' committees completed mandatory modules, and the Board of Directors received anti-corruption training. The percentage of functions-at-risk covered by training programs was 100% in 2024.

Renault Group reports that there were no breaches of anti-corruption and anti-bribery procedures and standards in 2024, and therefore no action was necessary. In the disclosed Corruption and bribery table for 2024, both the number of convictions for violation of anti-corruption and anti-bribery laws and the amount of fines for violation of anti-corruption and anti-bribery laws are reported with no value (shown as a dash). Corruption is defined in the Group's Code of Ethics in accordance with the French Sapin II legislation. The Legal Department is responsible for transmitting known information about fines and confirmed convictions to the Ethics & Compliance Department, based on confirmations requested twice a year. Separately, in the context of the whistleblowing system, 765 new reports were registered worldwide in 2024, of which 29% were substantiated following investigations. The main non-compliances identified included cases of unethical behavior, moral harassment and conflicts of interest. These whistleblowing figures are distinct from confirmed corruption or bribery incidents, of which there were none.

Renault Group's interests representation activities align with its strategy and climate ambition, considering the UN Sustainable Development Goals and the Paris Climate Agreements. The Group is registered in the French High Authority for Transparency in Public Life register and the EU transparency register (n° 946343776-69), and annually submits a summary of activities and resources devoted to them. Main 2024 topics included electric and low-carbon mobility, a regulatory framework balancing industry and environment toward net zero by 2050, and ESG integration into legislation. Activities are governed by the Code of Conduct for Interest Representation Activities, published in April 2024, overseen by the Public Affairs Department. Renault Group states it is not politically active and does not fund political parties. During a 2024 review, the Group identified an instance of indirect political financing in Switzerland via Renault Suisse SA's membership in an industry association. For 2024, financial political contributions made were 13,831 EUR (estimated based on 2023 participation), and in-kind political contributions made were reported with no value. The Group committed to publishing a report on climate-advocacy industrial association memberships by the 2025 Annual General Meeting.

Renault Group states it is permanently committed to avoiding delays in payment to its suppliers, with payment schedules adapted to each country's legal and regulatory conditions. An information system processes invoices and calculates payment dates based on payment conditions. The vast majority of payments are made by bank transfers, and an annual internal control questionnaire launched in 2023 monitors payment practices and deadlines in each country. The Group uses the Renault Suppliers Portal and a Supplier Payment Details service so registered suppliers can access secure payment information. For 2024, the average number of days to pay an invoice from the date when the contractual or legal payment term starts to be calculated was 58.3 days, with the France average at 58.6 days from the date of invoice issuance. The number of outstanding legal proceedings for late payments was 25. Reporting covers 95% of scope based on actual data as of end December 2024, with the remainder extrapolated. Renault Group states it does not have policies that discriminate against SMEs in payment practices, though its systems do not currently identify SME categorization.