Renault

The role of the administrative, management and supervisory bodies

Reference: pages 107-110; methodological notes page 122.

At 31 December 2025 the Board of Renault S.A. had 16 members: one executive Director, François Provost, Chief Executive Officer, and fifteen non-executive Directors (page 107).

Under the French Commercial Code basis, which excludes the three Directors representing employees and the Director representing employee shareholders, the Board gender diversity ratio "stands at 50% as at 31 December 2025" and the independence rate is 58.3% (page 107).

Allocation of responsibility (pages 108-109): the Board "determines the strategic direction of the company's business" and relies on two Committees – the Audit and Risks Committee (monitors the sustainability reporting process and the sustainability auditors) and the Strategy and Sustainability Committee, which met each quarter in 2025. The Sustainability Department, within Strategy & Business Development, executes the ESG strategy and handles regulatory reporting jointly with Finance.

Skills (page 109): three of the eight expertise areas in the Board skills matrix are sustainability-related; at end-2025 7 directors have environmental expertise, 11 social and 10 governance.

Information provided to and sustainability matters addressed by the undertaking's administrative, management and supervisory bodies

Reference: page 110; ESG Dashboard governance page 109.

• In 2025 the guidelines and content of the second edition of the sustainability report were reviewed by the Audit and Risks Committee, and "The auditors of sustainability information took part in these meetings of the Audit and Risks Committee in order to provide their opinion on the preparation of Renault Group's sustainability statement".
• The Committee also monitored the Finance Department's reorganisation for handling non-financial data.
• The Strategy and Sustainability Committee put a follow-up of the Group sustainability dashboard on the agenda of two of its meetings in 2025, and "reviews the situation on 36 IROs, including those linked to climate change, via the Group sustainability dashboard on a quarterly basis".
• Committee presentation documents are shared with the entire Board and summarised orally by the Committee Chair at the following Board meeting.

The ESG Dashboard is reviewed monthly by the Group Sustainability Steering Committee and quarterly by the Leadership Team and the Strategy and Sustainability Committee (page 109). Sustainability risks feed the Group's major risk mapping under seven headings including ESG risk with transitional climate risk, supply chain disruption and workforce risk.

Integration of sustainability-related performance in incentive schemes

Reference: page 111; methodological note page 123.

Only the Chief Executive Officer has sustainability-linked incentives; Board members' variable pay depends solely on attendance (page 123).

Annual variable remuneration may reach 200% of fixed compensation and includes sustainability targets "representing up to 57.5% of fixed remuneration" covering:

• health and safety – decrease in the frequency rate of work-related accidents with days off work;
• the "One Health" programme – 80% of Group employees covered in 2025;
• biodiversity – publication of the biodiversity strategy including the Group footprint;
• quality incidents – the "GMF 3MIS WORLD" indicator, cases per thousand vehicles after three months on the road.

Long-term climate link. The performance share plan remunerates the CEO "up to 25% of the value of the 31,250 shares that were allocated to him, based on the achievement of a climate target" – an equal-weighted combination of Scope 1 and 2 (industrial) and Scope 3 (component production and vehicle use), assessed over rolling three-year periods.

The percentage of Board members' variable remuneration linked to climate considerations is N/A for 2025 and 2024: the components granted to Mr Provost in July 2025 will be reviewed at their 2028 vesting date, and those granted to Mr De Meo in December 2022 were not reviewed after his departure in July 2025.

Statement on due diligence

Reference: page 112; Vigilance Plan section 2.3 from page 242.

Renault Group maps the core elements of due diligence to paragraphs of its statement:

• Embedding due diligence in governance, strategy and business model – GOV-2, GOV-3, SBM-3.
• Engaging with affected stakeholders – GOV-2, SBM-2, IRO-1.
• Identifying and assessing adverse impacts – IRO-1, SBM-3.
• Taking actions to prevent, mitigate and remediate – E1-3, E2-2, E3-2, E4-3, E5-2, S1-4, S2-4, S3-4, S4-4, G1-1, G1-3, G1-5, G1-2, G1-6, plus entity-specific actions on fair competition, law and regulation compliance and intellectual property.
• Tracking and communicating effectiveness – E1-4, E2-3, E3-3, E4-4, E5-3, S1-5, S2-5, S3-5, S4-5 and the entity-specific targets.

Note for readers: this table is the only place in the statement that cites S3-4 and S3-5 by code. Neither appears in the Disclosure Requirements Index (pages 239-241), and the affected communities chapter is labelled "(BP-2 §17)" instead (page 214).

Vigilance Plan governance is separate: a Duty of Vigilance Steering Committee chaired by the VP Sustainability, which "held 11 plenary meetings" in 2025, with the Board's Strategy and Sustainability Committee approving its key points including the human rights risk mapping (page 242).

Risk management and internal controls over sustainability reporting

Reference: page 113.

"As part of the CSRD, Renault Group has introduced a new risk management and internal control system for sustainability information." The CSRD project team, working with companies of comparable size or business model, consultants and auditors, identified five main risks:

• missing mandatory data points;
• errors in the measurement scope or in calculation of quantitative data;
• difficulty obtaining some data, particularly quantitative data, within the report construction schedule;
• non-compliance of qualitative data with ESRS requirements;
• unverifiable nature of the information provided.

Mitigations: identifying mandatory data points and assigning each to key contributors with point-by-point monitoring; "protocol sheets" describing collection scope and process and the methods for calculating or estimating quantitative information; assisting contributors in interpreting requirements; and point-by-point verification of the existence of audit proofs. "The project team monitored the remediation of risk points on a weekly basis."

For qualitative information, "Owners are responsible for the quality of narratives and the traceability of published information", and each owner must continuously review and enhance controls. The Board is informed of findings through the review performed by its Audit and Risks Committee at least once a year.

Strategy, business model and value chain

Reference: pages 104-107.

Renault Group covers road transport products and services across the automotive value chain: manufacture and sale of passenger cars and light commercial vehicles, spare parts and reuse and recycling services; financing through Mobilize Financial Services; and mobility solutions such as car-sharing and charging (pages 104-106).

Scale (page 105): 100,541 employees; distribution in more than 110 countries; turnover of €57,922 million in 2025, almost 80% of it generated in Europe. Customers are individuals, distribution networks, and companies operating vehicle fleets.

2025 range (page 104): four electric launches (Renault 4 E-Tech, Renault Kwid EV, Alpine A390, Mobilize Duo), three combustion and hybrid launches (Renault Clio VI, Renault Boreal, Dacia Bigster), two restylings (Espace, Austral), and discontinuation of Talisman and Koleos in South Korea.

Excluded sectors (page 107): "Renault Group generates no revenue from the fossil fuels sector, the cultivation and production of tobacco, the production of chemicals, or the manufacture of controversial weapons."

Seven sustainability goals are mapped to products, customers, geographies and stakeholders (page 106).

Interests and views of stakeholders

Reference: pages 113-115.

Dialogue mechanisms operate at global, regional and local levels across operations and value chain. Since 2021 the framework has included the Purpose Committee, chaired by the Chairman of the Board of Directors, bringing together Leadership Team members and representatives of the majority of the Group's stakeholders (page 113). Stated objectives: promoting transparency; a shared understanding of the Group's environmental, social and economic challenges; informing strategy; strengthening stakeholder confidence.

The 2025 summary covers eight stakeholder groups with expectations, mechanisms and resulting changes (pages 114-115):

• Customers and users – multiple listening channels; the Renault and Dacia brands "were re-elected Customer Service of the Year 2026 in the 'Automotive Manufacturer' category".
• Own workforce – social dialogue at site, country and Group level; addenda to the 2013 and 2019 Global Framework Agreements.
• Suppliers and business partners – the new Code of Conduct and a new external procurement policy.
• Local and affected communities – example given: the Women Academy training programme in Curitiba, Brazil.
• Associations, NGOs and federations – led to publication of a Human Rights policy and the Climate Association Report in 2025.
• Also investors and shareholders, non-financial rating organisations, public authorities and academic representatives.

Material impacts, risks and opportunities and their interaction with strategy and business model

Reference: pages 117-121; climate-specific SBM-3 at pages 125-126.

Materiality "is based on a gross assessment of their potential severity and likelihood, made without taking existing prevention and mitigation policies and actions into account" (page 117).

The SBM-3 table (pages 117-120) sets out 39 material IROs across ten topics, each with a type, description, time horizon and value chain location:

Examples of wording: greenhouse gas emissions are an actual negative impact over the medium to long term across the entire value chain; "Decarbonisation under external constraints" is a short-to-long-term risk in own and downstream operations; "Inclusive mobility" is a short-term actual positive impact downstream.

"Each impact listed above is intertwined with the strategy or business model. It stems either directly from the nature of the products and services marketed as well as the activities involved in their manufacture, or from relationships (direct or indirect) with value chain participants and local communities" (page 121).

Description of the processes to identify and assess material impacts, risks and opportunities

Reference: pages 116-117; topic-level IRO-1 sections at pages 126, 147, 158, 161 and 169.

Origin (page 116). In 2023, 227 IROs were identified from previous ESG publications, the materiality analyses for the Non-Financial Performance Statement and the Vigilance Plan, the 37 ESRS sub-topics and stakeholder concerns. The universe is updated through monthly meetings of the Sustainability Department, the Vigilance Plan Steering Committee and the Group Sustainability Committee, and significant changes are reviewed by the ESG Disclosure Committee.

Methodology revised in 2025 (page 116). Benchmarking against European peers produced two changes:

• financial materiality – reputational damage "is no longer measured using a proxy (the extent and persistence of media coverage) but through historical analysis of the observed effects of adverse events on the share price";
• impact materiality – parameters "are no longer based on expert judgement but on measurable physical criteria".

Severity and probability are each scored 1 to 4, and "an IRO is considered material when the product of the two assessments is greater than 4, except in the case of a potential impact on human rights, where severity prevails over probability." In 2025 Energy was merged into Climate Change Mitigation, and Air, Water and Soil Pollution and Microplastics into a single sub-topic (page 117).

Disclosure requirements in ESRS covered by the undertaking's sustainability statement

Reference: Appendices, pages 235-241; the Disclosure Requirements Index is at pages 239-241, the list of datapoints deriving from other EU legislation at pages 235-238.

"In accordance with section 3.2 of ESRS 1, the published data points correspond to impacts, risks and opportunities assessed as material following the double materiality analysis" (page 235). The index maps each requirement to a chapter number rather than a page.

Covered: BP-1, BP-2, GOV-1 to GOV-5, SBM-1 to SBM-3, IRO-1, IRO-2; E1-1 to E1-8; E2-1 to E2-6; E3-1 to E3-4; E4-1 to E4-5; E5-1 to E5-5; S1-1 to S1-6, S1-8 to S1-14, S1-16, S1-17; S2-1 to S2-5; S4-1 to S4-5; G1-1 to G1-6; plus two entity-specific disclosures, "ESD – Compliance with laws and regulations" and "ESD (1) – Fair competition".

Not in the index: E1-9, E3-5, E4-6 and E5-6 (E2-6 is the only anticipated-financial-effects requirement reported, with nil amounts at page 148); S1-7 and S1-15; and the whole of S3, whose chapter is labelled "(BP-2 §17)" at page 214, with BP-2 indexed to "2.2.1.1.2 / 2.2.3.3 (affected communities)".

Renault Group also states at page 104 that it applies incorporation by reference for eight datapoints (BP-1_02, GOV-1_04, GOV-1_08, GOV-1_16, E1-3_06, E1-3_07, E1-3_08 and E1-6_32).

Transition plan for climate change mitigation

Reference: pages 123-125.

Renault Group has "set a Net Zero ambition for 2050, with an intermediate milestone to achieve this ambition in Europe by 2040. To achieve Net Zero, the Group will combine a plan to reduce greenhouse gas emissions by 90% across scopes 1, 2 and 3 compared with the 2019 baseline year with permanent carbon capture measures for the remaining 10% of emissions" (page 123).

Three decarbonisation levers support the 2030 interim targets, "namely a 27.5% reduction in scope 3 emissions and a 62.5% absolute reduction in scope 1 and 2 emissions" versus 2019 (page 124):

• vehicle use (downstream Scope 3) – electric vehicles, hybrids, hydrogen research;
• component purchasing (upstream Scope 3) – eco-design and low-carbon sourcing;
• production processes (Scopes 1 and 2) – energy efficiency and renewable energy.

Locked-in emissions are identified as category 11 use-phase emissions, whose reduction trajectory "is specifically managed as part of the work on the strategic plan and future developments of the vehicle range".

Approval and embedding: "Approved by the Board of Directors in April 2021, it covers the entire value chain"; "The transition plan and objectives form an integral part of the Group's strategic plan"; "Renault Group is not excluded from the EU Paris-aligned Benchmarks."

2025 progress: a 14% cut in carbon intensity per vehicle sold versus 2019 (page 125).

Identification of climate-related risks and scenario analysis

Back-filled from ESRS 2 IRO-1, where this content is disclosed in the FY2025 report (pages 126-129). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

Risks are classified in the two required categories, physical and transition (page 127).

Scenarios (pages 126-127). Since 2021, in line with TCFD, three scenarios are run against the strategic plan as reference case, each with a named temperature outcome: Green Deal +1.5°C (transition risks), Eco-Techno Driven +3°C (both), Retreat and Fragmentation +4°C (physical). External references include IPCC SSP1-1.9, SSP1-2.6, SSP2-4.5 and SSP5-8.5, the IEA Net Zero Roadmap and the EC 1.5TECH and 1.5LIFE scenarios.

Method. Physical risk assessment uses "the geospatial coordinates of all the Group's industrial sites and logistics facilities, as well as those of its suppliers", plus the +3°C and +4°C scenarios over three time horizons.

Results. From the 2022 gross-risk analysis, "21 sites of Renault Group are exposed to a high risk of riverine and surface flooding, 4 sites are located in regions with extreme water stress... and 6 sites are exposed to extreme heat". By end-2025 "almost 4,000 supplier and logistics sites have been assessed. Of the 400 sites exposed to gross risk, 40 are subject to monitoring of their adaptation plans" (p.128).

Resilience in relation to climate change

Back-filled from ESRS 2 SBM-3, disclosed in the FY2025 report at pages 125-126. This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

"At least twice a year, during the Strategic Days, Renault Group's Leadership Team reviews the commercial, product and industrial strategy and their impacts on greenhouse gas emissions, as well as the impacts of climate change on the Group's operations and activities."

Inputs are sales volumes, line-up assumptions and sales mix by powertrain, framed by CAFE standards and emissions trading schemes; effects are assessed on market size, prices, cost of goods sold including CBAM, and fixed costs.

Uncertainties. "Two main uncertainties have been identified. The first relates to dependence on assumptions and projections derived from scenarios that may not materialise as expected (for example developments in the electric vehicle market). The second arises from the fact that the analysis was initially carried out at a macro level and then at a more granular level for specific market segments or industrial sites, which may reveal different vulnerabilities" (page 126).

Capacity to adjust. "The Group's ability to protect its investments and to adjust or adapt its strategy and business model to climate change... is at the heart of the strategic plan", through advanced and emerging technologies and new mobility and circular economy services.

Policies related to climate change mitigation and adaptation

Reference: pages 129-130.

Climate sits inside a Group environmental policy with five areas of action: climate change and energy efficiency; health and substances; water; biodiversity; and resource use and circular economy. It "applies worldwide to products throughout the vehicle life cycle, from design to end of life, for the Group's own activities and across its entire value chain".

Ownership (page 130). "The mitigation policy is reviewed as part of the Group's major risk review in order to set priorities discussed by the Leadership Team... The Industry Division is responsible for the operational implementation of the mitigation plan for the Group's sites, and the Logistics Department for the value chain."

Board oversight. "Renault Group climate policy is applicable throughout the entire Group and is overseen by the Board of Directors. Each year, the Board reviews issues related to climate change: the Group's greenhouse gas emission reduction strategy, new technologies such as the electrification of its product range, the impact of new regulations on emissions, and the Group's adaptation plan."

Validation. "In March 2019, Renault Group became the first carmaker to have its emissions reduction targets validated by the Science Based Targets initiative (SBTi)", later joining "Business Ambition for 1.5°C"; "At the end of 2025, the process of reviewing SBTi targets was initiated."

Actions and resources in relation to climate change policies

Reference: pages 130-135.

Adaptation, own operations (pages 130-131). "Since 2021, Renault Group has observed an increase in climate-related events affecting our industrial sites, with a level of risk that has so far remained under control... the risk remains limited up to the 2030 horizon." The long-term plan adds cross-functional governance, per-site resilience profiles simulating 2040-2050 exposure using IPCC SSP2-4.5 and SSP5-8.5, and adaptation plans aligned with ISO 14090.

Adaptation, supply chain (pages 131-132). Climate criteria in the "Business Continuity" Control Tower assess 12 climate hazard factors at supplier sites; for the 40 monitored sites, actions include elevated parts storage.

Mitigation (pages 132-134). An internal carbon target is set for each new vehicle project at design stage. Named actions include: 19-20% recycled plastics in the new Renault 5 E-Tech and Dacia Duster; battery material agreements with Terrafame (nickel) and Averne / Lithium de France; CDP and EcoVadis verification of the top 500 suppliers; the ElectriCity hub with 400,000 units of capacity; the Ecogy energy system on 10,000+ sensors; 70% of sites certified on an ISO 50001-consistent score, 100% by end-2026; Tangier at 90% renewable energy under a Green of Africa PPA; and the 1.8-litre E-Tech hybrid delivering "up to a 30% reduction in consumption per kilometre".

Targets related to climate change mitigation and adaptation

Reference: pages 135-139.

"The 2030 and 2035 targets make it possible to set a minimum greenhouse gas reduction trajectory: aligned well below 2°C for combined upstream and downstream scope 3; and aligned 1.5°C specifically for scopes 1 and 2" (page 135).

GHG targets, 2019 base year (page 136), tCO2e:

Energy targets (page 137): energy intensity -30% worldwide by 2025 from 1.67 MWh/vehicle, reaching -28% (1.21 MWh/vehicle); 50% renewable electricity by 2035 (49% in 2025, 48% in 2024); 85% low-carbon electricity by 2035; 25% renewable heat by 2035 (4% both years).

Weakened in 2025: "the specific Net Zero targets for scopes 1 and 2 relating to the ElectriCity hub in France in 2025 and to the Group's sites in Europe in 2030 have been postponed beyond 2035. The Group has accordingly updated its renewable and low-carbon energy targets for 2035." (page 137)

Energy consumption and mix

Reference: pages 140-141; methodological notes pages 144-145.

Energy consumption and mix, MWh LHV (page 140):

All Group activities are treated as high climate impact sectors, so consumption from those activities equals total consumption. Renewable energy production was 1,815 MWh (3,204 MWh in 2024), with no non-renewable production.

Energy intensity. "Renault Group points out the difficulty of interpreting this ratio, equal to 61 MWh/MEUR in 2025, due to its sensitivity to many factors such as the level of industrial integration or the product range" (page 141). The 2024 figure was 68 MWh/MEUR.

The 2024 column combines the consolidated Group (3,808,396 MWh) with the joint-control entity RNTBCI, included at 51% (9,001 MWh).

Gross Scopes 1, 2, 3 and Total GHG emissions

Reference: pages 141-143; methodology pages 141, 146-147.

Gross emissions, tCO2e (page 142):

52% of Scope 1 is regulated under emission trading schemes, and 89% of Scope 3 is calculated using primary data (2024: 87%).

Largest Scope 3 categories, 2025: use of sold products 80,345,022; purchased goods and services 20,003,758; investments 2,847,814; end-of-life treatment 1,476,278; capital goods 807,282. Categories 8, 10 and 13 are "deemed non-applicable" (page 141).

Value chain split (page 141): upstream 20,994,087; own operations 520,802; transport 912,828; downstream 84,927,111.

Other datapoints (page 143): biogenic CO2 of 1,155 (Scope 1), 29,628 (Scope 2) and 6,452,254 (Scope 3); contractual instruments covering 40% of market-based Scope 2; intensity of 1,853 kgCO2e/M€ of revenue against 1,923 in 2024. Footprints use a 200,000 km WLTP mileage assumption with a 20% uplift on tailpipe CO2 and electricity consumption (page 141).

GHG removals and GHG mitigation projects financed through carbon credits

Reference: page 143.

"In its ambition to contribute to carbon neutrality... Renault Group is focusing its efforts on reducing emissions by 90% and addressing the remaining 10% through targeted carbon offset investments. These 10% remaining emissions correspond to what Renault Group calls residual emissions (scopes 1, 2 and 3)."

"In 2025, Renault Group did not purchase any carbon credits."

On future intentions: "In the future, these 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 Sustainability Goals (SDG)."

The section closes with a clear statement of timing: "Renault Group does not plan to invest in carbon offset on short term."

No GHG removals in own operations or the value chain are reported, and no carbon credits are cancelled or planned for cancellation. The position is unchanged from FY2024, when no carbon credits were purchased either.

Internal carbon pricing

Reference: pages 143-144.

Renault Group "applies internal carbon pricing schemes, through three different internal prices, to inform decision-making across all the Group activities: industrial installations, vehicle projects, and materials and components of vehicles throughout the value chain" (page 143).

• Industrial activities (Scopes 1 and 2) – a price applied to CapEx and OpEx, reviewed annually and based on the cost of emissions under trading schemes such as the EU ETS. "Current scenarios vary from between €75 per tonne of CO2e in 2025 to €120 per tonne of CO2e in 2030."
• Vehicle use phase (downstream Scope 3) – "an internal price of between €10 and €95 per gram of CO2e is applied to all decisions on the technological bricks that improve the efficiency of vehicles", consistent with provisions for CAFE penalty risk and potential EU pooling cost.
• Materials and components (upstream Scope 3) – "an internal price ranging from €10 to €40 per tonne of CO2e", indexed to CBAM forecasts.

Coverage (page 144). Shadow prices cover 100% of each gross scope: Scope 1 379,100 tCO2e and Scope 2 141,702 market-based / 437,894 location-based at €75-120; Scope 3 upstream 20,994,087 tCO2e at €50-125; Scope 3 downstream 84,927,111 tCO2e at €10-95. The upstream band in this table differs from the €10-40 range in the narrative on page 143.

Policies related to pollution

Reference: pages 148, 150-153.

Health and substances (pollution, microplastics) is one of the five fields of action of the Group environmental policy, rolled out as a Health, Safety, Environment and Ergonomics (HSEE) policy "applicable to all the Group's industrial sites, and signed by the VP HSEE, the VP Sustainability and the Group's Chief Executive Officer" (page 148). It applies ISO 14001, with internal audits complementing annual third-party audits.

Soil (page 151). "Renault Group has implemented a soil pollution prevention policy to avoid any impact on soil due to pollution incidents... Site installations are assessed every three years." Upstream, the Group belongs to the Responsible Minerals Initiative, Global Battery Alliance, GPSNR and IRMA.

Water (page 151). The HSEE policy targets minimising the impact of treated wastewater discharges, "Promoting less polluting industrial processes (nickel-free surface treatment process, for example)" and managing effluent treatment risks.

Microplastics (page 152). The Group "is awaiting the application of the 'tire abrasion rate' standard to formalise policies with a focus on the upstream value chain".

Substances (page 153). The policy "ensures regulatory compliance concerning regulated substances and anticipates requirements for not yet regulated Substances of Very High Concern (SVHC) and CMR1", via internal standards 00-10-050 and GDN-1903-2024-0002.

Actions and resources related to pollution

Reference: pages 149-154.

Action plans are recorded in the HSEE Vade-Mecum and include "the VOC Roadmap (€17 million in investments between 2018 and 2024)... in synergy with the decarbonisation plan", the "Full Power Water" plan and the Biodiversity Roadmap (page 149).

Air (page 150). VOC reduction through incineration, robotics, source optimisation at Douai and solvent recovery at Busan. Use-phase actions include NOx traps and SCR; in 2025 "direct injection (GDI technology) almost replaced multipoint injection (MPI)"; and at Le Mans laser cladding on brake discs "can divide brake-related particle emissions by four".

Water (page 152). A wastewater roadmap with 2030 targets, built on optimisation of treatment processes and "gradual implementation of technological changes: the transition from conventional technology to nickel-free technology".

Substances (page 154). Registration of substances restricted by REACH Annexes XIV and XVII or by internal decision; a ban on SVHC and CMR1 in new projects; supplier compliance with standards 00-10-050 and GDN-1903-2024-0002; publication under French Decree no. 2022-748 and reporting to the ECHA SCIP database.

On resources, "Pollution-related initiatives are frequently integrated into broader action plans, which often lack the necessary data granularity to monitor the budget" for each action (page 149).

Targets related to pollution

Reference: pages 149-154.

Targets are set "by setting a high level of ambition at Group level and analysing information and possibilities from sites", monitored monthly on the ESG dashboard and reviewed quarterly by the Leadership Team and the Strategy and Sustainability Committee (page 149).

The VOC and nickel/zinc targets are voluntary, the latter "based on the recommendations of stakeholders such as the French Water Agency's position" (page 152). The nickel and zinc result already sits below its 2030 target.

Soil: "A specific target related to soil pollution prevention measures was developed in 2025, for implementation from 2026 onwards" (page 151). Microplastics: the Group awaits "the entry into application of the 'tyre abrasion rate' standard in order to formalise targets" (page 153). NOx is monitored "without a reduction target being defined" (page 150).

Pollution of air, water and soil

Reference: pages 151-152; methodological notes page 156.

Emissions are disclosed against the pollutants listed in Annex II of Regulation (EC) No 166/2006 (the E-PRTR Regulation).

Air pollution, tonnes (page 151): nitrogen oxides and sulphur oxides both reported as "–"; Volatile Organic Compounds 8,031 (2024: 7,468).

A footnote records that "Excluding the Chennai plant, volatile organic compounds emissions are decreasing and amount to 7,329 tons". The "–" convention indicates "a zero or infinitesimal value" (page 104).

Water pollution, tonnes (page 152): mercury 0.002 (2024: 0.002); nickel 0.197 (0.330); zinc 0.253 (0.366); total organic carbon 62.546 (120.141). Nitrogen, phosphorus, arsenic, cadmium, chromium, copper, lead, AOX and fluorides are all nil.

"In 2025, the reduction of more than 30% in nickel and zinc emissions reflects progress made at sites, notably Flins and Casablanca, as well as the rollout of the nickel-free surface treatment process at the Bursa site (for the full year) and at Maubeuge (from September 2025)."

Soil (page 151): "Once again this year, to the best of our knowledge, Renault Group's activities have not introduced any polluting substances into the soil."

A measurement failure is disclosed: at Douai a discharged-volume measurement component failed between March and August 2025, so volumes were reconstructed with uncertainty of "17% of the calculated volume" (page 156).

Substances of concern and substances of very high concern

Reference: pages 154-155; uncertainty note page 104.

Substances of concern – incomplete. Neither the bill of materials nor the industry IMDS database "allow for easy extraction of the data required by the E2-5 requirement". In 2024 the Group extrapolated from sub-scopes (Megane, Scenic, Duster for products; Douai for processes) and found "90% of the total annual mass of these substances is made up of: copper... zinc... and petroleum distillates". A 2025 working group established that the Group "uses between 4,000 and 6,000 different chemical products", that procurement is decentralised, and that safety data sheet estimates "can vary by a factor of up to three". Its conclusion: "despite its best efforts, the Group is not in a position to provide more information than in 2024" (page 155).

SVHC – both limbs quantified, in ranges (page 155). In products and after-sales items, total SVHC of [29,058 - 31,520] tonnes (2024: [22,961 - 34,410]), of which lead [28,576 - 30,890], all "As products"; substances leaving as services are < 0.5 tonnes. SVHC procured/used for manufacturing total [34 - 35] tonnes (2024: [34 - 34]). A note explains that "lead (99% of the SVHC listed above) is used to store electricity (12 V batteries)".

BP-2 flags these as the Group's only high-uncertainty indicators, "mainly due to methodological difficulties in extrapolation and estimation" (page 104).

Anticipated financial effects from pollution-related impacts, risks and opportunities

Reference: page 148; methodological note page 158.

Renault Group reports this requirement under the heading "Current financial effects from material pollution-related risks and opportunities", with a single table (page 148):

The "–" convention indicates a zero or infinitesimal value (page 104), so the disclosure is a nil return for both years.

The methodological note defines the trigger: "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 either inside or outside the site." A list of events and indicative thresholds exists, but "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" (page 158).

E2-6 is the only anticipated financial effects requirement Renault Group carries in its content index; E1-9, E3-5, E4-6 and E5-6 are absent from it.

Policies related to water and marine resources

Reference: page 158.

Water is one of the five fields of action of the Group environmental policy, translated into the HSEE policy applicable to all industrial sites.

"Based on the HSEE commitment, Renault Group defined and implemented, at the end of 2023, a dedicated water management policy called 'Full Power Water', which applies to all Renault Group industrial sites: body-and-assembly plants, mechanical plants and foundries. For all other Renault Group's material sites, the Group's global policy is applied."

Stated purpose: "to better manage water resources and risks, its sourcing and treatment, anticipate water scarcity as a consequence of climate change and future water restrictions, and reduce business risk and environmental footprint of Renault Group's operations". "The overarching goal is to eliminate the withdrawal of water from natural resources for industrial use, excluding rainwater."

Priority is given to sites "situated in regions facing water risks, such as areas experiencing water scarcity or subject to existing or emerging regulations".

The five main axes are: designing new facilities to best water management practice; monitoring external water supply through connected meters; improving water consumption; recycling water through recycling loops; and mitigating water stress risk through restriction risk assessments, emergency countermeasures and real-time monitoring at each at-risk site (page 159).

Actions and resources related to water and marine resources

Reference: pages 159-160.

The "Full Power Water" roadmap runs to a 2027 horizon and is built on the five policy pillars (page 159).

• Design – working with the Industrial Strategy and Corporate Operations Division to harmonise best practices and reference them in specifications for new facilities, with quarterly committee follow-up.
• Monitoring – "To date, 97% of industrial sites have water meters connected to 'Looker' and 95% of water supply is monitored reliably in real time."
• Efficiency – a water pilot at each industrial site since 2024; monthly committees on reducing external water supply; best practices captured in the "PEMLA WATER" tool, finalised in 2025; leak-search campaigns, with "a major leak... isolated at the Batilly site"; and an investment prioritisation plan for renewing obsolete equipment.
• Recycling – wastewater recycling projects in Casablanca and Tangier, techno-economic studies at Bursa and Le Mans, and a roadmap to 2030 for sites with good PEMLA WATER ratings.
• Water stress – annual restriction risk assessment, emergency action plans for the most at-risk sites, monitoring of external resources in France, and "four alerts sent in 2025" to site directors.

On resources: renewal plans and "wastewater-recycling and water stress reduction actions will require significant resources from the Group over the coming years" (page 159).

Targets related to water and marine resources

Reference: page 160.

Renault Retail Group sites and INDRA dismantling facilities are excluded from the target scope, as are sites acquired in 2025 or newly consolidated.

"With this target of reducing the external water supply per vehicle, the Group aims to reduce its total water consumption... This target on external water supply is voluntary, based on the Group's water policy objectives, and aims at minimizing Renault Group's water footprint, particularly in areas at water risk."

"The water supply reduction target is recalculated each year to consider the changes in the Group's scope of consolidation. In 2025, the new sites integrated into the environmental reporting scope – including Chennai in India and RNTBCI... are excluded from the target scope."

Performance is reviewed monthly by the sites, with controls by the site environmental manager and at corporate level, reinforced at year end by a third-party audit.

Water consumption

Reference: pages 160-161; methodological notes page 161.

Water consumption, m³ (page 160):

Consumption fell by around 8% year on year, and the share arising in areas at water risk is close to 59% in both years.

Method (page 161). Two approaches are used depending on site instrumentation: "for sites where discharge measurements are available (representing 29% of the sites within the scope), the actual quantities of external water abstraction and discharges are used"; "for sites without rejection measures (representing 71% of the sites in the perimeter), water consumption is estimated as a percentage of the quantities of external water supply based on the type of site's activity".

Water risk classification uses the WRI Aqueduct atlas: sites at water risk are those with an overall water risk score between moderately high and extremely high on the default weighting profile, and sites in areas of high water stress are those with a water depletion score between High and Extremely high.

Recycled and reused water is reported as on-site measurements of industrial and domestic wastewater recycled on sites.

Transition plan on biodiversity and ecosystems

Reference: page 165 (section 2.2.2.4.2, "Transition plan and consideration of biodiversity and ecosystems in strategy and business model").

Renault Group reports a resilience analysis rather than a completed transition plan:

"The resilience analysis work carried out in 2025, based on the approach recommended by the TNFD, did not identify any material physical, systemic or transition risks related to land use (deforestation and land artificialisation) in the development of the Group's operations and its value chain."

"The resilience of the Group's business model relies on the proper implementation of the policies described in section 2.2.2.4.3, in particular the application of the European Union Deforestation Regulation (EUDR); this will make it possible to guarantee the exact origin of around 70% of natural rubber volumes, which is the main natural raw material on which the business model depends."

The plan itself is not yet in place: "Renault Group plans to continue this analysis work in 2026, which is essential for the development of the biodiversity transition plan."

Related commitments sit elsewhere in the chapter: the environmental policy follows the Global Biodiversity Framework of COP15, the EU Biodiversity Strategy and the French National Biodiversity Strategy, and the Group joined Act4nature in 2018 (page 165).

Policies related to biodiversity and ecosystems

Reference: pages 165-166.

Biodiversity is one of the five fields of action of the Group environmental policy, which "covers all the impacts, dependencies, risks and opportunities related to Renault Group's biodiversity and ecosystems" and is rolled out at site level through the HSEE policy. The Group states plainly that "This policy does not address the social consequences associated with impacts on biodiversity and ecosystems" (page 165). It is defined in line with the Global Biodiversity Framework of COP15, the European Biodiversity Strategy and the French National Biodiversity Strategy, and the Group joined Act4nature in 2018.

Value chain coverage runs through the Green Procurement and CSR Guidelines and the new Supplier Code of Conduct, which require suppliers "to adopt a 'measure, avoid, reduce, restore' approach... to avoid changes in land use (artificialisation) and overexploitation of land (deforestation)... and to set targets for 2030 and 2050".

Three further policies are described:

• Sustainable natural rubber (2022), aligned with the GPSNR Policy Framework – this one "addresses the social consequences of biodiversity and ecosystem-related impacts".
• Sustainable oceans and seas – in 2022 the Group joined the "No deep seabed mining" coalition calling for a global moratorium.
• Bio-based materials (2022), avoiding first-generation biomass to prevent competition with food crops.

Actions and resources related to biodiversity and ecosystems

Reference: pages 166-167.

The site action plan is built on three pillars (page 166).

Measure and identify sensitive sites – biodiversity diagnoses by an external specialist, so that "At the end of 2025, all material sites are covered by a biodiversity assessment (with the exception of sites acquired less than three years ago, newly consolidated sites, and those for which a disposal project has been identified)"; an indicator based on the drivers of biodiversity erosion; and assessment of all projects sealing more than 1,000 m².

Avoid and minimise – mitigating indirect impacts (VOC, GHG, water); "deploying good ecological management practices at material sites by 2030", including differentiated mowing, pesticide-free maintenance and nesting boxes; managing light pollution across all sites; and reducing dependence on raw materials.

Compensate and restore – offsetting residual impacts of projects sealing more than 1,000 m², though "In 2025, no project resulted in compensation"; a voluntary rewilding project at Flins begun in 2024, "involving the planting of around 2,000 shrubs"; and a further Ile-de-France plot studied in 2025.

Since 2023 the Group co-finances, with Michelin, the GPSNR project "Agroforestry Capacity Building Thailand". Biodiversity actions "are often part of broader action plans, which does not allow for sufficient data granularity needed to track the budget" (page 167).

Targets related to biodiversity and ecosystems

Reference: pages 167-168.

The pesticide row is split by scope, with 2027 for manufacturing sites and 2028 for all industrial plus main tertiary, engineering and logistics sites, and an intermediate milestone of "100% of manufacturing sites by end 2026" (page 167).

"Renault Group is aiming for zero deforestation by applying the EU Deforestation-free Regulation (EUDR)" (page 168). Water, nickel and zinc, VOC and GHG targets in other chapters are also presented as biodiversity-relevant.

Targets "are aligned with the Kunming-Montreal Global Biodiversity Framework (GBF), the EU Biodiversity Strategy and the French National Biodiversity Strategy" and follow the "avoid, reduce and restore" approach recommended by the SBTN and TNFD. "Their settings do not imply biodiversity offsets", and they are "set beyond compliance thresholds while awaiting the ongoing definition of ecological thresholds" (page 168).

Impact metrics related to biodiversity and ecosystems change

Reference: page 168; underlying analysis pages 161-163.

"According to the Biodiversity Footprint 2023 results, the most material impacts, per pressures, for the Renault Group's business model (current and potential) are climate change (>50% of total impacts), pollution (>20%) and land-use (>20%)... Additionally, the most significant dependency is linked to water consumption."

"In order to better take land-use impacts into account, Renault Group has, as of 2025, integrated changes in land take into the Biodiversity Index."

Sites in or near biodiversity-sensitive areas (page 168):

The analysis covers only the material sites listed at page 163 – those "with at least one hectare of green space and/or located within or less than 2.5 km from a protected area". Of the 30 listed sites, ecological sensitivity is rated high at seven (Cordoba, Curitiba, Sandouville, Le Mans, Aubevoye, Lardy, Saint-André-de-L'Eure), moderate at ten and low at twelve.

The impact method is the Corporate Biodiversity Footprint using Mean Species Abundance over area and time; dependencies were assessed with the ENCORE tool, where "No dependency was rated as very high" (pages 161-162).

Policies related to resource use and circular economy

Reference: pages 169-171 and 177.

The Circular Economy Policy "encompasses all stages of the value chain and product life cycle, without geographical limits" and "is aligned with ISO 14001... and ISO 14021 for the accounting and communication on recycled materials" (page 169). It is defined by the Sustainability Department and implemented by Engineering, Industry/Quality/Supply Chain, the Sales Departments, After-Sales (the renative offer launched end-2025) and the subsidiary The Future Is NEUTRAL.

Eco-design (page 170): raising recycled and circular-economy content; minimising critical raw materials, with a list aligned to the 2023 EU list covering aluminium, cobalt, copper, lithium, nickel, graphite, rare earths, mica and natural rubber; and cutting rare earth dependence, "Since 2011... using Externally Excited Synchronous Motors (EESM), an innovative rare earth-free technology".

Durability (page 170): vehicles "are designed to remain in service for at least 15 years or 300,000 km (400,000 km for commercial vehicles)".

Waste (page 177): policies follow the hierarchy of prevention, reuse, recycling, recovery and elimination, under "the responsibility of the Environmental Director within the HSEE Department".

EPR (page 171): the policy "is to ensure that all Group entities comply with EPR obligations in all territories where a commercial subsidiary operates".

Actions and resources related to resource use and circular economy

Reference: pages 172-174 and 177-178.

Eco-design results (page 172). The latest Renault electric models (R4, R5, Scenic E-Tech) "incorporate between 24% and 26% materials derived from the circular economy"; the rate "reaches more than 30% on thermal models such as Dacia Duster and Bigster and up to nearly 34% on Clio 6"; all include 17-20% recycled plastics, "double the average for the European automotive market"; the Mobilize Duo and Bento quadricycles reach "a record 40%"; and the new Renault Master carries 20% recycled plastic from end-of-life vehicles in its dashboard, "a world first for a visible interior component". The Renault Castrol GTX re-refined oil range covers "more than 50% of Renault Group vehicles in circulation in Europe".

Refactory (page 173). Flins hosts renew factories (also Warsaw, Duisburg, Seville and Bursa), with 35,000 vehicles reconditioned in 2025; a bodywork factory; TOLV retrofit of Master X62; the Flins battery repair centre; THE REMAKERS remanufacturing; and Re-Start. A dismantling centre opened at Flins at end-2025, with capacity for 7,000 vehicles a year (page 174).

Waste actions (pages 177-178): sludge dehydration, wax and packaging reuse, closed-loop metal scrap recycling with The Future is NEUTRAL, solvent regeneration, and energy recovery at Sandouville and Busan. "Since 2013, landfill has decreased by 75%".

Targets related to resource use and circular economy

Reference: pages 174-175 and 178.

Both targets are voluntary. The waste target had a 2025 milestone of 17.1 kg/vehicle, which was beaten.

The circular-materials target was lowered in 2025 (page 175): "The target value was revised at the end of 2025 to more than 30% by 2030 on average across all vehicles sold worldwide (previously 33%), in view of the lower-than-expected availability of recycled materials on the market, particularly automotive-grade flat steel with high recycled content... and recycled aluminium."

On why the consolidated rate slipped: "Electric vehicles in fact have a structurally lower content of circular-economy materials than internal combustion vehicles (around -8% on average), due to the significant weight of the battery and the still very limited pool of end-of-life electric vehicles and batteries." The waste target "does not follow a scientific evidence-based framework", being built bottom-up from site capability (page 178).

Resource inflows

Reference: pages 175-176; method notes page 179.

Materials used (page 176), tonnes:

The Chennai plant, taken over in August 2025, is excluded.

Materials named (page 175). The report tabulates the main materials, flagging those on the EU 2023 critical raw materials list: cast iron and steel, aluminium, magnesium, copper, zinc, lead, cobalt, lithium, manganese, nickel, phosphate for EV batteries, graphite for anodes, platinum, palladium, rhodium in catalytic converters, silicon metal, gallium, germanium in semiconductors; polypropylene, polyurethane, ABS and carbon fibre; natural rubber, glass, textiles and wood; and rare earths neodymium, praseodymium, dysprosium, terbium, samarium, lanthanum and cerium.

"Bio-based materials represent less than 1% of the materials used by Renault Group in the production of vehicles. Natural rubber, primarily found in tyres, is by far the main bio-based material." Most suppliers "are not yet able to provide independent certificates attesting to their sustainable origin" (page 176). The Group flags that these indicators rest on "assumptions and a high level of uncertainty" (page 179).

Resource outflows

Reference: pages 176-177.

Recyclability (page 176):

"All vehicles sold by the Group in the European market are at least 85% recyclable and 95% recoverable, in accordance with the Directive 2005/64/EC. This European regulatory requirement is applied to all vehicles sold by the Group worldwide." More than 95% of parts delivered to plants travel in reusable packaging, and the remaining single-use packaging "is recycled over 89%".

Durability and life span (page 176). Vehicles are designed for "at least 15 years or 300,000 km (400,000 km for commercial vehicles)", and "A study carried out on a sample of 9,000 end-of-life vehicles collected in France shows that the Group's vehicles remain in service for around 20 years on average, except in the event of major damage."

Repairability (pages 176-177). Spare parts are guaranteed for at least 10 years after end of production for passenger vehicles and 15 for commercial vehicles. The Group states plainly: "There is currently no standardised method for assessing the repairability of vehicles." More than 310,000 parts were collected in 2025 under the Exchange Standard deposit scheme (page 177).

Waste

Reference: page 179.

Waste, tonnes (page 179). Totals for 2025 are given with a split into hazardous, non-hazardous non-metallic and non-hazardous metallic waste.

Radioactive waste is nil in both years. The percentage of packaging waste recycled was 89.21% in 2025 against 89.96% in 2024, described as a conservative estimate that treats unsorted mixed waste as non-recycled.

Both years exclude construction waste, 57,223 tonnes in 2025 (3,306 hazardous) and 58,348 tonnes in 2024. The 2025 figures include the Chennai factory.

"The main categories of waste generated by the automotive sector include metallic waste, hazardous process waste (paint sludge and solvents, machining sludge, lubricating oil, concentrates, sewage sludge, etc.), packaging waste and traction batteries" (page 178).

Policies related to own workforce

Reference: pages 191-192, 194, 197-198, 203-205; the index lists six sub-sections.

Human rights (pages 191-192). The policy is aligned with the Universal Declaration, the UN Global Compact and the OECD Guidelines, and rests on the 2013 Global Framework Agreement and the 2019 GFA, with ILO conventions "ensuring the elimination of forced lobar and setting the minimum working age at 15". Commitments cover child labour (ILO 138, 182), forced labour (ILO 29, 105), no harassment, violence or retaliation, and freedom of association (ILO 87, 98, 135). The Human Resources Director is the most senior manager accountable.

Health and safety (page 194). The policy was "approved by the Chief Executive Officer of Renault Group in October 2021", incorporates the ILO occupational health and safety convention, and the Group "is in the planning stages of implementing ISO 45001 across all its sites".

Diversity and inclusion (pages 197-198). A D&I Charter, a "Zero Discrimination" policy and a disability policy, backed by ILO Convention No. 111, the UN Women's Empowerment Principles and the ILO Global Business and Disability Network Charter. "If a country's national disability policy goes beyond the Group's policy, the national policy takes precedence."

Data protection (page 205) aligns with GDPR under the Group Data Protection Officer.

Processes for engaging with own workforce and workers' representatives about impacts

Reference: pages 192, 195, 198, 201, 204.

Global social dialogue (page 192). Dialogue runs "through regular meetings, including information sessions, follow-up on the 2013 and 2019 Global Framework Agreements (GFAs), and negotiations on strategic directions and significant changes within the Group. In 2025, the Group Works Council gathered 17 times." The GFAs are reviewed with the Restricted Group Works Council and the Worldwide Group Works Council, "which dedicated a day to this in 2025".

Health and safety (page 195). Dialogue runs through local, national and international bodies, in France the site Social and Economic Committee with its Health, Safety and Working Conditions Commission (CSSCT), meeting monthly to quarterly locally and six-monthly to annually at Group level.

Diversity (page 198). "Every two years, Renault Group conducts a D&I Survey addressed to all employees within the Group to understand their perceptions and to identify their expectations and areas of improvement", with results shared with the Group Works Council.

Careers (page 201). 99% of white-collar employees took part in the annual performance assessment and 60% in the Career and Development interview. A global employee survey was launched in 2025, "including for the first time new themes on psychological health" (page 204).

Processes to remediate negative impacts and channels for own workforce to raise concerns

Reference: pages 190, 192, 195, 198, 226.

Channels include "management, Human Resources, employee representatives, the Ethics and Compliance Department and the network of Ethics and Compliance correspondents" (page 190), plus a confidential and secure whistleblowing platform open to employees, job applicants and former employees. It is run by an external operator "who does not have access to the data", is "available at any time, in 15 languages", and "Retaliation is strictly prohibited" (page 226).

Human rights risk mapping (page 192). Updated in 2025, it covers enforcement of the GFAs, with "more than 87% of employees covered by collective agreements", and identifies ten significant risks: personal integrity; discrimination in recruitment and in employment; forced labour; child labour; indecent working conditions; remuneration (living wage); trade union freedom; collective bargaining; and negative impacts on local communities.

Safety (page 195). "workers' ability to detect and report anomalies is a critical requirement, firmly established in the Mandatory Rules (MR) and rigorously audited", escalating up to site director or the HSEE Department.

Diversity (page 198). Five channels are available, plus the D&I Survey and "Zero Discrimination" referents, and "a discrimination alert handling guide has been drafted to help Human Resources investigate".

Taking action on material impacts on own workforce

Reference: pages 192-196, 199, 202, 204.

Working conditions (pages 192-193). "In 2025, Renault Group was not aware of any negative impact that it should have remedied. Therefore, the Group has concentrated on preventive policies and actions rather than remediation." Remote-working actions under the 2019 GFA include flexible hours, compliance with legal working hours and reasonable workload, and training "to detect the possible warning signs of hyper-connectivity".

OneHealth (page 194). Three pillars – "I'm taking action for a healthy life", "I stay on top of health risks" and "I am supported" – with psychologists online 24/7 for employees and their households. "The 'OneHealth' programme will have a budget of €5 million (OpEx) in 2026."

Health, safety and ergonomics (pages 195-196). Actions cover the Health, Safety and Ergonomics Mandatory Rules; substituting CMR substances and endocrine disruptors "such as paints containing cumene"; mental health measures; and six Ergonomics Mandatory Rules with 36 key requirements. HSEE corporate teams have "an approximate €2 M (OpEx)" annual budget.

Diversity (page 199). The "Zero Discrimination" pack, site referents and Inclusion Days; the mandatory "Inclusive Management" e-learning, which "69% of managers had completed... by March 2025"; the W-Journey and Be-Your-Own-Leader programmes; and eight disability modules in 12 languages.

Targets related to own workforce

Reference: pages 193-194, 196-197, 200, 202, 204.

Health and safety (pages 194, 196-197). "In 2021, Renault Group stated in its policy an ambition to achieve 'zero work-related accidents and illnesses' by 2030", broken into yearly targets in the HSEE roadmap and monitored quarterly by the Strategy and Sustainability Committee, against a reference of 4,691 accidents established in 2017. On certification, "two sites are already certified" to ISO 45001, with the aim of certifying all production sites by 2030. The OneHealth target of 100% employee coverage by 2030 is "expected to be achieved in 2026" and "already covers 95% of the Group's employees".

Diversity and inclusion (page 200):

The Group "targets 50% women in recruitment processes, with the ambition of including female candidates on all shortlists". For working conditions, social dialogue and training, targets are qualitative: it "maintains a commitment to assessing the impact of these initiatives using qualitative assessments" (page 204).

Characteristics of the undertaking's employees

Reference: pages 190-191.

Headcounts by region (page 190):

By gender: female 22,597 (2024: 22,965); male 77,943 (75,669); other gender 0 (1); not reported 1 (1).

Countries above 10% of Group headcount: France 38,230 (38,730) and Romania 11,914 (12,887).

By contract type (page 190): permanent 93,035 (2024: 89,185); temporary 7,489 (9,436); non-guaranteed hours 17 (15). Split by region, the EEA holds 58,082 permanent and 4,978 temporary, and non-EEA 34,953 permanent, 2,511 temporary and 17 non-guaranteed hours. Split by gender, women hold 20,231 permanent and 2,365 temporary contracts, men 72,803 and 5,124.

Turnover (page 191): "Number of employees who have left the Group during the reporting period" 5,569 in 2025 against 5,907 in 2024, an attrition rate of 5.9% against 6.6%.

Definitions are given at page 189: employees are "all workers having an employment contract (permanent and fixed-term contracts) at the end of the reporting period within a consolidated entity of the Group", while "Non-employees are temporary workers and workers with no employment contract such as interns in France (internship contract) or VIE".

Collective bargaining coverage and social dialogue

Reference: page 205; related content page 192.

The Group reports coverage in bands rather than percentages (page 205). For 2025 and 2024 alike:

Bands are reported "For countries with more than 50 employees representing more than 10% of total Group employees", which in Renault Group's case are France and Romania in the EEA, plus non-EEA regions on the same threshold.

Elsewhere the statement records that the human rights risk mapping covers the enforcement of the Global Framework Agreements with "more than 87% of employees covered by collective agreements" (page 192).

The 2013 and 2019 GFAs cover all employees and were signed with the Group Works Council and IndustriALL Global Union, with a 2021 addendum on remote working (page 203). The Group Works Council is "capped at 40 members, with up to 31 members from the European Economic Area", and "When an exceptional proposed decision has transnational consequences within the European Economic Area... the Group Works Council meets as a European Works Council" (page 204).

The Group commits to ILO Conventions 87 and 98 and "maintains strict neutrality" on employees organising collectively (page 203).

Diversity metrics

Reference: page 200.

Headcount distribution by age (page 200):

Gender distribution at top management (page 200):

Other gender and not reported are nil in both years, with gender "as specified by the individuals themselves".

Female representation at top management rose by one percentage point year on year while the population grew from 71 to 73 positions. The share of employees under 30 fell by more than 1,200 while the over-50 population grew by around 1,100.

The related target, "Balanced gender representation in management", stands at 27.4% in 2025 against a 2021 reference of 24.7%, with milestones of 30% by 2030, 40% by 2040 and 50% by 2050 (page 200).

Adequate wages

Reference: page 191; related material pages 192, 200.

Renault Group makes a single, unqualified statement on adequate wages within its own workforce policy: "Renault Group has also adhered to ILO Convention No. 100, which promotes equal pay for work of equal value. The Group ensures that all its employees are paid an adequate wage."

No percentage of employees below an adequate wage benchmark, and no country breakdown, is provided; the disclosure is a statement of full coverage rather than a quantified metric.

Supporting context appears elsewhere in the S1 chapter. Remuneration is one of the ten significant risks identified by the human rights risk mapping, listed as "Renumeration (living wage)" (page 192). On actions, "for remuneration matters, Renault Group applies salary scales that have been shared with staff representative bodies" (page 192). Fines and compensation relating to adequate wages fall within the scope of the S1-17 severe human rights metric (page 210).

Pay equity between women and men, measured on the Group's own methodology for white-collar employees and comparable positions, "was achieved in 2023, two years ahead of the initial target", and the 2025 status is a gap of 0.8% in favour of women against a 2020 reference of 3.9% in favour of men (page 200).

Social protection

Reference: page 194.

Renault Group reports social protection coverage under its health and safety policy section:

"Renault Group employees are covered, under public schemes or benefits provided by the company, by social protection against loss of income due to illness, unemployment, a workplace accident or acquired disability, parental leave or retirement. This protection covers all the contingencies previously referred to for 100% of employees in the seven main countries in which the Group operates (representing 85% of the Group's total workforce)."

One exception is disclosed: "The sole exception concerns unemployment cover in Türkiye, which takes effect in accordance with local legislation after 120 consecutive days of employment."

The disclosure is therefore complete in structure but partial in scope: the seven main countries covering 85% of the workforce are addressed, and the remaining 15% of employees are not described.

Employee benefits and work-life balance appear in the S1 IRO table as an actual positive impact in own operations, because "Improving employees' health, well-being and social protection helps create a healthy working environment, strengthening the Group's collective performance and resilience" (page 189). A risk assessment identified "two primary risks for its workforce: the potential for personal harm, including privacy breaches and harassment, and the possibility of suboptimal working conditions" (page 192).

Persons with disabilities

Reference: page 201; policy and actions pages 198-199.

The metric is reported as a single figure:

No comparative figure for 2024 and no breakdown by gender are given.

Policy (page 198). "For the inclusion of people with disabilities, Renault Group adopted the ILO Global Business and Disability Network Charter in 2022 and, in France, the Inclusion Manifesto in 2020. Since 2024, the Group has applied a dual approach to disability inclusion": minimising barriers in the working environment "by providing individual adjustments such as assistive technology, specialised IT accessories, ergonomic tools and workspace adaptations", and fostering an inclusive culture "by supporting managers and teams through targeted learning on disability and awareness-raising initiatives". Where a national disability policy goes beyond the Group policy, "the national policy takes precedence".

Actions (page 199). "In 2024, Renault Group launched a policy dedicated to the inclusion of people with disabilities, with concrete initiatives including workplace adaptations and the rollout of eight online learning modules available in 12 languages." Internal processes are adapted with IT, Purchasing and General Services partners "to ensure appropriate responses to the specific needs of people with disabilities within the timeframes required by the policy".

Training and skills development metrics

Reference: page 202 (metrics) and page 201 (review rates).

Average number of training hours per employee (page 202):

Other gender and not reported are shown as "–". No comparative figure for 2024 is given.

Performance and career review rates (page 201):

Both rates are reported for white-collar employees only, with "N/A" against blue collar. The narrative states that "99% of white-collar employees participated in the annual performance assessment and 60% in the Career and Development interview".

ReKnow University (page 202). The corporate university created in 2021 offers training in electrification, circular economy, data and AI, cybersecurity and software development, and operational excellence: "Since 2021, 53,549 employees have been trained, including 14,981 in 2025." The Women's Leadership programme has trained 340 women in total, and in 2025 "the 'W-journey' programme alone comprised four cohorts and brought together 70 female employees".

Health and safety metrics

Reference: page 197.

Coverage by health and safety management system (page 197):

Occupational accidents (page 197):

Reported accidents "include accidents requiring first aid".

The Group explains the year-on-year rise: "Following efforts to improve the collection of accident-related information (awareness-raising, IT tools, etc.), more accidents were reported in 2025 than in 2024, without any increase in their severity or in the number of days of absence, as shown by the G1 severity rate indicator."

No fatalities are recorded in either year, for employees, other workers on Group sites or non-salaried personnel. ISO 45001 coverage rose from 6% to 10% of employees, against a target of certifying all production sites by 2030 (page 197).

Compensation metrics (pay gap and total compensation)

Reference: pages 200-201.

Workforce compensation (page 200):

The gender pay gap narrowed by 2.6 percentage points year on year, and the ratio of the highest paid individual to the median employee fell sharply, from 272 to 161.

Renault Group reports a second, internally defined measure alongside the ESRS one: "For the monitoring of the gender pay gap, in addition to the method recommended by ESRS S1, Renault Group also uses an alternative approach whereby the gap is measured by hierarchical level. This calculation shows a 0.8% remuneration gap in favour of women" (page 201).

The difference between the two figures is the point: the ESRS method compares average gross hourly pay across the whole workforce and captures the effect of women being under-represented in senior roles, while the internal method compares like with like within a hierarchical level.

The pay equity target is framed on the internal methodology, which applies "to white-collar employees and comparable positions", and pay equity "was achieved in 2023, two years ahead of the initial target" (page 200). The Group also adheres to ILO Convention No. 100 on equal pay for work of equal value (page 191).

Incidents, complaints and severe human rights impacts

Reference: page 193; methodology page 210.

Complaints filed for discrimination (page 193):

Complaints rose by 25% year on year while proven incidents rose by 4, so the proportion substantiated fell from 34% to 29%.

"Other than the cases referred to above, one human rights complaint – raised through the various channels available to Group employees, including the National Contact Points for the OECD Guidelines for Multinational Enterprises – was recorded in 2025."

Fines and compensation (page 210). Information "is collected through a questionnaire sent to country Human Resources Departments". The severe human rights metric is scoped to fines, penalties and compensation relating to freedom of association and collective bargaining, forced or compulsory labour, child labour, discrimination in employment and occupation, adequate wages, a safe and healthy working environment, and human trafficking. The general metric covers working conditions, equal treatment and opportunities, and other work-related rights.

No amounts are printed in the S1-17 tables for either year.

Policies related to value chain workers

Reference: pages 210-212.

Policies are set out under six headings (pages 210-212), all owned by the Chief Procurement Officer, a member of the Leadership Team.

• 2013 Global Framework Agreement – signed with the Group Works Council and IndustriALL Global Union; the Group "undertakes to inform its suppliers of the agreement and to ask them to respect and apply within their own organisations the fundamental social rights described in Chapter 1".
• Purchasing Policy for Suppliers – "The top 500 suppliers of the Group, representing 91% of the purchasing in 2024, are closely monitored."
• Critical raw materials – the Policy on the Supply of Cobalt and Minerals from Conflict or High-Risk Areas, and the 2022 Sustainable Natural Rubber Policy.
• New Supplier Code of Conduct, published in July 2025, which "strengthens all ESG pillars" across universal standards; human rights and labour rights; health and safety; environment; governance; bio-based materials; responsible mineral sourcing; and audit. It "gradually replaces and supplements" the earlier CSR Guidelines and the 2013 GFA text.
• Battery due diligence – "A due diligence policy applicable to all Renault Group battery suppliers is under construction."
• Fair transition – ReKnow University, launched 2021, extends to "the employees of industrial and technological partners in the Group's value chain".

Processes for engaging with value chain workers about impacts

Reference: page 212.

Upstream. The Group "engages with workers in the value chain through their representatives, including the IndustriALL Global Union, within the framework of Renault Group 2013 Global Framework Agreement monitoring committee, which meets at least once a year."

Engagement is also indirect, through membership of the Responsible Minerals Initiative, the Global Battery Alliance, Recharge, the French automotive platform PFA, the GPSNR and the Initiative for Responsible Mining Assurance: "As a member of all these initiatives, Renault Group indirectly receives the views of workers in the value chain." The Group also attends "events such as the OECD Forum on Responsible Mineral Sourcing".

Direct engagement happens through audits: "Discussions and interviews with members of suppliers' staff are also conducted as part of supplier audits. The Responsible Purchasing Senior Manager is responsible for ensuring that audits are carried out, including for this interview phase", and effectiveness "is measured through the detection of improvement areas during the audits, through sampling, site observations, interviews and implementation of corrective action plans".

Downstream. Renault Group "conducts annual 'Dealer Satisfaction Surveys' among dealership general managers and sales managers", covering commercial policy, training, support and the product range.

Processes to remediate negative impacts and channels for value chain workers to raise concerns

Reference: pages 212-213.

The whistleblowing platform reaches the value chain: "Making the secure platform available on the Renault Supplier Portal provides suppliers and subcontractors with easy access to the alert system" (page 212). It is open to "contracting parties of one of the Group's entities (for example: dealers, suppliers, partners), the subcontractors of these contracting parties" and their staff (p.226).

ESG risk assessment (page 213). "The ESG risk presented by the main suppliers is measured through an assessment carried out by EcoVadis... Renault Group expects its suppliers to achieve a minimum rating of 45/100 annually." In 2024 an external firm studied "risks specific to 81 countries and 18 raw materials".

Audits (page 213). "the on-site CSR audits and employee interviews serve as a tool for workers in the value chain to raise their concerns and for the Group to detect human rights issues." Audits "include a particular focus on forced labour", are "semi-announced", are run by a certified third party and are "based on international labour standards (SMETA, SA8000, etc.)". Critical non-conformities require an immediate corrective action plan, and "Any serious breach that is not remedied may lead to... the temporary suspension of requests for quotation or the termination of the business relationship".

Taking action on material impacts on value chain workers

Reference: page 214; audit results page 213.

"Since July 2025, Renault Group has been rolling out a new Supplier Code of Conduct, which can be downloaded from the Group's website."

"The update of the risk mapping by country and raw material has made it possible to step up the ESG audit campaign, with the planned pace increased to 100 audits per year." Specific training modules have been designed and deployed "for Purchasing buyers and managers to support them in implementing the Responsible Purchasing policy".

The 2025 on-site audit campaign covered five countries selected from the risk study: Brazil, China, India, Morocco and Türkiye. Major non-conformities are charted by country against governance, social and human rights, health and safety, and environment (page 213).

Resource gap disclosed. "Renault Group's information systems do not currently make it possible to assess the costs associated with implementing action plans for the upstream value chain worker scope."

Outcomes. "In 2025, to the best of Renault Group's knowledge, it was not subject to any convictions for non-compliance with human rights within its value chain. No serious human rights issues or incidents related to the value chain were reported to Renault Group via business alert channels in 2025."

Supervision sits with the Duty of Vigilance Steering Committee (page 213).

Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Reference: page 214.

Audits of Tier 1 suppliers:

The annual objective of 100 audits was exceeded, and the count rose by 45 audits year on year.

Fair transition target. "to monitor the effectiveness of its policies and actions related to fair transition and in agreement with stakeholders, Renault Group has set a target of 5,000 workers in the value chain trained by ReKnow University by 2030, both in upskilling and reskilling."

A 2030 target is still to come. "The Group plans to define a 2030 target in 2026 with a 2026-2030 plan relating to its risks and negative impacts for workers in the upstream value chain. It will include in particular:

• the consolidation of a new baseline taking into account in particular the sale of HORSE;
• rollout of the new ESG Supplier Code of Conduct;
• rollout within procurement processes of a new sustainability rating incorporating additional criteria – alongside the EcoVadis ESG rating – supported by the deployment of an internal digital application."

The disclosure therefore combines one met activity target, one forward-looking training target, and an acknowledgement that the substantive outcome target for upstream value chain workers has not yet been set.

Policies related to consumers and end-users

Reference: pages 216, 218, 220-222.

Inclusive mobility (page 216). Four policies: affordable vehicles "in particular through its Dacia brand"; vehicles adapted to people with disabilities through the Qstomize business unit; optimised financing for low-income users through the Vulnerable Customer procedure at Mobilize FS; and public and proprietary social leasing, including CareMakers Mobility.

User safety (page 218). "The Group considers that the application of ISO 26262 constitutes the best response to the General Product Safety (GPS) obligation... for electronic and mechatronic systems", supplemented by ISO 21448 and ISO 6469-3. Product quality rests on IATF 16949:2016 and internal standard 00-10-415, with all plants ISO 9001 certified. Cybersecurity follows UN Regulation R155 and ISO 21434. Road safety policy draws on the Accidentology and Biomechanics Laboratory (LAB), a partnership running since 1969, structured around Prevent, Correct, Protect and Rescue.

Data protection (page 220). A Group-level policy adapted per subsidiary and country, based on GDPR, overseen by the Group Data Protection Officer and local DPOs.

Complaints and accuracy (page 222). The Group "responds to all user requests during the vehicles' warranty period in all the markets where the it is present"; commercial materials use only Product Approval Department data, verified by Legal.

Processes for engaging with consumers and end-users about impacts

Reference: pages 215-216, 219, 221.

General processes (page 216). "Renault Group maintains continuous interactions with users at all stages of the product life cycle, including before, during and after the act of purchase", through "the Renault Group sales network, the Customer Relations Service, awareness initiatives, product certifications, its website, commercial events, personal evaluations, and questionnaires".

The Group states that "Taking into account the interests, viewpoints and rights of users is critical to the commercial success of the Group's current and future products and services", and that "the CEO's compensation is tied to the level of customer satisfaction achieved" (page 215).

Inclusive mobility (page 216). Qstomize attends trade fairs such as "Autonomic Paris", runs discussion groups, and "has also been a partner of the Fédération Française Handisport... for nearly 20 years".

Safety (page 219). Feedback is collected by the Industry Quality and Accidentology Department through the website, e-mails and On-Board Diagnostics; the LAB "analyses numerous accidents on the basis of reports prepared by the authorities".

Data. Users can exercise access, modification, deletion and portability rights at any time, but "as it applies the GDPR... Renault Group does not assess the efficiency of its interactions with its users" (page 221).

Processes to remediate negative impacts and channels for consumers and end-users to raise concerns

Reference: pages 216, 219, 221-222.

"Users can voice their concerns through channels such as Renault Group's website and regular surveys... Promotion of these channels for raising concerns occurs through social media, advertising, and partners' websites... The complaints are handled confidentially and anonymously to respect privacy and data protection. In all interactions with users, Renault Group prohibits any retaliation" (page 216).

Safety (page 219). Departments must ensure information reaches Renault Group's Car Safety Expert Leaders, and regulatory compliance runs "through the type approval process, deployed across all the Group's markets and implemented by the Technical Regulation and Approval Department".

Data breaches (page 221). "The Group has developed a data breach analysis methodology allowing to assess the data breach risk and/or to limit its impact. When a breach is identified, and if that breach presents a risk to the privacy of the individuals concerned, they will be informed in accordance with GDPR requirements." Rights can also be exercised through authorities such as the CNIL.

Quality (page 222). "each time a customer contacts a dealership for a technical problem with their vehicle, the factory is immediately alerted by the information systems", triggering customer protections and analysis of causes.

Taking action on material impacts on consumers and end-users, and approaches to managing material risks and pursuing material opportunities related to consumers and end-users, and effectiveness of those actions

Reference: pages 217, 219-220.

Inclusive mobility (page 217). "Qstomize produces around 10,000 vehicles TPMR per year" and Renault Group "is currently the only European manufacturer involved in the design, manufacture and marketing of a complete range of WAV vehicles in France and Europe". CareMakers Mobility ran in France, Italy and Spain with 3,400 beneficiaries in 2024, and "In 2025, the United Kingdom completed its rollout of the programme, which exceeded a cumulative total of 4,000 beneficiaries". CareMakers Invest helped "Nearly 20,000 people, including approximately 18,000 vulnerable people" to better access mobility in 2025.

Safety (pages 219-220). The Human First programme added Safety Score & Coach to the Renault 4 E-Tech and Clio VI; the Renault Boreal launched with 24 Advanced Driver Assistance Systems; and in February 2025 the Group "made a licence for its 'Fireman Access' system available free of charge to the global automotive industry", extinguishing battery fires "in just a few minutes, compared with several hours".

Resources: E-Call is "accrued for €61 million", vehicle safety "requires the equivalent of 600 full-time engineers and technicians", and recall campaigns "amounted to €15 million in 2025".

Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Reference: pages 217, 219, 221, 223.

Inclusive mobility (page 217). "The goal of CareMakers Mobility is to provide an inclusive mobility solution for 10,000 beneficiaries by 2030", against more than 4,000 cumulative beneficiaries by end-2025. "The Group plans to allocate OpEx of more than €2 million per year to the programme between 2024 and 2030." The target "was established with partner coordinators, based on their capacity to process application files and the financial resources allocated by the Group", and is monitored monthly by the Group Sustainability Committee.

Road safety (page 219). "The objective of the Human First programme is to achieve coverage of 70% of fatalities and hospitalised injuries in accidents involving a passenger car or a light commercial vehicle. The roadmap to reach this target has been discussed with representatives from driving schools and insurers."

Customer requests (page 223). "Renault Group undertakes to respond to 100% of customer requests received by customer relations services."

Recalls (page 222). "In 2025, Renault Group recalled 228,804 vehicles, representing a 40% reduction compared with 2024."

For data protection no numeric target is set; effectiveness is tracked through internal control campaigns, audits and project steering committees (page 221).

Business conduct policies and corporate culture

Reference: pages 224-227.

Corporate culture (page 224). "In 2024, Renault Group deployed a new platform of values and associated behaviours for the Group, called SHIFT": Solution-driven, Heritage, Integrity, Forward-Thinking and Trust. It was co-constructed from top management input, the 2023 Global Employee Survey and focus groups, then "evaluated by all employees before final release".

Policies (pages 224-225). The Code of Ethics and Anti-Corruption Code of Conduct, "both updated in 2025", are signed by the Chairman and the CEO and reference the French Sapin II law, the UN Global Compact, the UK Bribery Act and the US FCPA. "Renault Group also obtained ISO 37001 certification in 2024 for all its entities... This certification was confirmed in 2025 following the update of the standard." The Group now "requires each employee, every year... to confirm that they have carried out their duties with integrity".

Whistleblowing (pages 225-226). The platform is available in 15 languages, run by an external operator, with Sapin II confidentiality obligations and a strict prohibition on retaliation. "Within Renault Group, 883 new reports were registered worldwide in 2025. Following investigations, it was determined that 34% were substantiated. The main non-conformities identified were related to inappropriate behaviour" (page 226).

Management of relationships with suppliers

Reference: page 232; supporting detail pages 211-213.

"Renault Group's approach to its relationships with suppliers is based on a risk mapping of the value chain. The relationships with suppliers are assessed using external databases, regular audits, EcoVadis questionnaires, and internal specialists. An audit plan for 2025 is in place for China, Morocco, India, Türkiye, and Brazil."

"The suppliers' 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 with other criteria (quality, cost, delivery, development, management, sustainability and risk)."

"These actions cover the entire Renault Group and its subsidiaries, aiming to standardise practices and ensure compliance. They are ongoing initiatives which are part of a long-term strategy."

Supporting detail elsewhere: the top 500 suppliers represent "91% of the purchasing in 2024" and are closely monitored (page 211); the new Supplier Code of Conduct was published in July 2025 (pages 211-212); and the Group "expects its suppliers to achieve a minimum rating of 45/100 annually" on EcoVadis (page 213). Payment practices are reported separately at page 232.

Prevention and detection of corruption and bribery

Reference: pages 227-228, 233.

Prevention (page 227). "Renault Group is subject to French law 'Sapin II', which requires the implementation of measures to prevent and detect corruption and influence peddling, including 'procedures for assessing the situation of customers, tier-one suppliers and intermediaries'". A third-party integrity assessment process has been implemented across the entirety of Renault Group's operations, covering corruption, money laundering, export controls and sanctions.

Training (page 227). "'Generic Risk' training, mandatory for all white-collar employees, includes four e-learning modules available in fourteen languages": Ethics within Renault Group, Managing Conflicts of Interests, Anti-Corruption, and Whistleblowing. "Each of these modules has been completed by more than 53,000 employees." A "Specific risks" course targets the most exposed business lines.

All white-collar employees count as at-risk for this metric (page 233).

Detection and control (page 228). The Sapin II compliance review approach was revised and "implementation was initiated in 2025 across 21 entities and functions". Under ISO 37001 confirmation, "seven Renault Group global functions, two entities (MFS and RRG), four subsidiaries and eight countries were audited".

Targets related to business conduct

Back-filled from the business conduct chapter, where targets sit within the MDR-T/GDR-T disclosures rather than a numbered DR. G1-3 became a standalone DR only in the 2025/2026 ESRS.

Two quantified targets are disclosed:

• Anti-corruption training (page 227): "Renault Group aims for a 90% completion rate among white-collar employees... with the training's validity extending for three years." The related metric, percentage of functions-at-risk covered by training programmes, is 100% in 2025 and 2024.
• Antitrust training (page 230): the 2025 objective "was to achieve an antitrust e-learning completion rate of 85% among Renault Group's corporate functions and main subsidiaries, with an ultimate goal of 90%... As of December 2025, the completion rate within the Group was 89%."

It "commits to comply with antitrust regulations and therefore does not plan to formalise any new target, considering quantitative targets are not relevant for this topic".

Effectiveness tracking in place of targets. Second-level antitrust controls under the AMF questionnaire "showed a global result of 88% of application (AMF QCI campaign 2025)" (page 230), and compliance-domain maturity is assessed via the RICS questionnaire or a 20-criterion grid (page 229). The Group also states that "The effectiveness of policies is not always measured by the Group today in the way required by the generic MDR-T requirement" (page 104).

Incidents of corruption or bribery

Reference: page 228; methodology page 233.

Corruption and bribery metrics (page 228):

The 2024 column is identical. The "–" convention indicates a zero or infinitesimal value (page 104), so the Group reports no convictions and no fines in either year.

Cases handled internally (page 228). "Audits conducted following three reports concerning allegations of private-sector corruption confirmed certain facts. To address these situations, disciplinary and legal measures were taken, together with operational corrective actions."

That statement is the substantive part of the disclosure: the nil conviction and fine figures sit alongside three substantiated internal allegations acted on during the year.

Method (page 233). "Corruption is defined by the applicable legislation, and convictions refer to decisions handed down by courts and/or state judicial bodies with the appropriate jurisdiction." For fines, "The Legal Department is responsible for communicating any known information about fines imposed on Renault Group to the Ethics and Compliance Department", based on confirmations requested twice a year.

Group-wide, 883 whistleblowing reports were registered in 2025, 34% substantiated, mainly for inappropriate behaviour (page 226).

Political influence and lobbying activities

Reference: pages 231-232.

Renault Group "is registered in France in the High Authority for Transparency in Public Life register, as well as in the EU transparency register (n° 946343776-69) and annually submits a summary of its interests representation activities to these authorities, as well as the resources devoted to them" (page 231).

Main topics in 2025 (page 231): "the deployment of electric and low-carbon mobility solutions"; "the creation of a regulatory framework that achieves an optimal balance between industry and environmental realities and thus achieve net zero carbon by 2050"; and integrating ESG criteria into legislation.

Climate alignment of trade associations. "In March 2025... Renault Group published its first 'Climate Association Report'... [It] analysed 16 key associations in its main geographies to ensure that their positions are aligned with its interest representation strategy and its ambition to contribute to carbon neutrality."

Political donations (page 232). "In accordance with its Ethics Charter and internal policy, Renault Group is not politically active and does not fund political parties, directly or indirectly... The Group is not involved in sponsoring any local, regional or national political campaigns." Governance rests on the Code of Conduct for Interest Representation Activities, published in April 2024 and owned by the Public Affairs Department.

Payment practices

Reference: pages 232-233.

Payment practices metrics (page 233):

The period runs from the date of invoice issuance, and a footnote adds that "in France, the average payment period is 56.5 days".

One datapoint is not reported. On the "Percentage of invoices paid in accordance with contractual payment terms", the Group "continues its efforts to improve the reliability of the measurement", citing extended tool coverage, "Gradual harmonisation of methodologies across the various entities and countries" and data reliability work, "aimed at publishing this indicator in a complete and reliable manner in future reporting periods". The BP-2 note at page 104 lists the calculation of payment periods among the datapoints that could not be documented.

Practices (page 232). Payment schedules are adapted to each country's legal conditions; an information system calculates payment dates and prioritises payments; an annual internal control questionnaire has run since 2023; and the Renault Suppliers Portal gives registered suppliers secure access to payment information.

Late payment to suppliers is a material IRO, a potential negative impact upstream over the medium term (page 224).