2 / 3

PROFILE New Renault Clio, presented at the Paris A WORLD OF MOBILITY Motor Show in September 2012. 2012 ANNUAL REPORT Left: a composition by Arman, from the Renault Art Collection. - 1974 - Oil on canvas (detail) – Renault Collection - 1974 Oil on canvas

Composition

Arman -

DRIVE THE CHANGE <-23LF( ?+:*LLF(4 the Renault group is successfully pursuing a strategic offensive in international markets. In 2012, for the fi rst time in our history, more than half of our sales came from markets outside Europe.

Carlos Ghosn, Chairman and CEO

RENAULT DACIA RSM*

The global Group brand, The regional Group brand, The local Group brand, Renault is present in 128 countries Dacia is marketed in 39 countries RSM is marketed in South Korea. through 12,900 points of sale. in Europe, North Africa and Turkey. The brand range covers CONTENTS Since its founding almost Since 2004, the brand has won the mid and upper market 115 years ago, Renault some 2.3 million customers segments, as well as Sport Utility has built an identity with a wide range of roomy, Vehicles (SUVs). as a brand that makes simple and robust vehicles sold 04. Interview with 12. STRATEGY 26. PASSION 38. RESPONSIBILITY 51. SHAREHOLDERS’ BOOK 60. GROUP innovation for all. at an affordable price. * Renault Samsung Motors the chairman and CEO 14. Identity 28. Innovation 40. Report 52. Corporate governance VEHICLE RANGES 06. Management team 16. Growth 30. Motor sports 44. Workforce 55. Shareholders relations 62. Renault 08. Sales volumes 18. International 32. Design 46. Society 56. Financial results 66. Dacia and business locations 22. Alliance and 36. Quality 48. Environment 67. RSM 10. Key fi gures partnerships

Renault Alpine A110-50 concept car RENAULT 2012 ANNUAL REPORT 4 / 5

INTERVIEW WITH THE CHAIRMAN AND CEO Our strategy is strong, clear and pertinent, and we can rely on the commitment of the entire workforce

Carlos GhGhosn, ChChairman i and d CEO

Looking back at 2012, how would you describe For the fi rst Daimler, we are building Citan, an LCV by Mercedes, in our reception for our SM3 and SM5 models. We will be In 2013, Renault has our exceptional Formula 1 results. the Renault group’s performance? Maubeuge plant. expanding our range with the launch of QM3 crossover Our strategy is strong, clear and pertinent, and we can rely Carlos Ghosn: In 2012, global automotive sales reached time in In terms of innovation, we further expanded our range of and SM3 Zero Emission. set targets in terms on the commitment of the entire workforce to achieve a record high of almost 80 million vehicles, a 6% rise on economical and ecological engines in 2012. As illustrated In China, we plan to create an industrial base, building on exemplary standards in implementation. 2011. This figure was achieved despite the downturn in fi fteen years, by our new Energy 1.2 TCe 130 gasoline engine or our the successful experience of Nissan and its network of of operating margin for In 2013, therefore, the emphasis will be on growth and the European market, which has fallen by 8.6% since we have no debts Energy 1.5 dCi diesel engine used by Mercedes for its A local suppliers. Automotive operations, performance, despite difficult market conditions. Q 1993. As a result, 2012 was a year of contrasts for the Class hatchback. This will contribute to cutting the CO2 Renault group. and a positive net emissions of our range in Europe to less than120g per km. What are the objectives in Europe? and positive free For the first time in fifteen years, we have no debts and And in terms of quality, official surveys (ADAC, Sofres) and C.G.: Renault must firmly re-establish itself as Europe’s a positive net cash flow. We achieved our main objective: cash fl ow. comparative tests conducted by the press in 2012 confirm number two brand, taking advantage of the strong start of cash fl ow. positive free operating cash flow of €597 million in 2012, that we are meeting the highest standards. New Clio, alongside the Renault Sport and Estate versions, showing that Renault is able to create value and conduct the launch of ZOE, the first all-electric car, and our cross- its strategic deployment. For the first time too, the Group How do you see 2013? over, Captur. For Dacia, the new Logan and Sandero will had more than half of its sales outside Europe. Brazil, C.G.: Despite a further decline in Europe (the best we can maintain the success of our European entry-level range, Russia and Argentina now rank among our top five hope for is around -3%) the global market is expected to following the launch of Lodgy and Dokker in 2012. markets. Nevertheless, the faster pace of expansion in expand by around 3%. Against this backdrop, we are international markets (+9%) was not sufficient to offset aiming to grow sales and market share across all regions. How would you sum up the main strengths of the declining sales in Europe (-18%). As a result, volumes our stake in AVTOVAZ, and the agreement signed to build In Brazil, we will be launching new Renault Logan, along Renault group? countries and, last, the only ones to market a full range of fell by 6.3% overall in 2012, to 2.5 million vehicles sold a plant in Algeria. with our Master LCV, following the success of Renault We have a pragmatic and unique strategy. Pragmatic, zero emission vehicles. worldwide. Another achievement worth mentioning for 2012 is Duster and the launch of Novo Clio. We also have increased because, like our competitors, we are working on product This capacity to innovate, in products and technologies as Renault’s eleventh world championship title in Formula 1 production capacity for an additional 100,000 vehicles/ and service quality, design, competitive edge, costs, well as in business models, is one of the Group’s unique What were the Group’s main achievements in 2012? in 35 years of racing. year. In Russia, the Group will build on the increased standardization and pooling, along with our growth in strengths. It is no coincidence that the Boston Consulting C.G.: We were active on all fronts in 2012. In terms of new Concerning synergies with the Alliance, we reached a total capacity of the Moscow plant and the new shared emerging countries. Group recently ranked Renault among the world’s fifty most products, we had, of course, the launch of New Clio, of €2.6 billion in 2012, of which €1.16 billion for Renault. production line at the Togliatti plant. And unique, because we are the only manufacturer to have innovative companies, and leader in France. heralding a new design approach and brand identity for The Alliance is also contributing to employment in France In India, building on the success of our broader product put in place a successful Alliance alongside highly In 2012, the gap widened between vehicle manufacturers. Renault. The successful launch of New Sandero in Europe and to the use of our industrial capacity. For example, a offering, with Duster voted “Car of the Year 2013”, we productive strategic partnerships; the only manufacturers Some were weakened by the downturn in Europe, while also contributed to our offensive. full 40% of the engines produced at Cléon are for Nissan, will pursue our development by expanding our network to have rolled out a highly profitable entry-level range others grew stronger. Outside Europe, the highlights in our continued expansion and we are building an LCV for Nissan at Batilly. In India, of dealers. based on an innovative business model; the only ones to Renault is at a crossroads, and must join the leaders. It will included the start of production at the Tangiers plant, Renault is using the Alliance production plant in Chennai In Korea, we are seeing the first results of the revival plan be developing a new range of sub-entry range vehicles achieve this through its enthusiasm for new challenges, strong sales growth in India, an agreement to increase to build Duster. Further, as part of our partnership with launched in early 2012: greater local content, positive with a view to marketing a low-cost vehicle in emerging an attribute written into its genes and visible every year in RENAULT 2012 ANNUAL REPORT 6 / 7

MANAGEMENT TEAM

In 2012, we emerged from the storm in better shape than many of our competitors. We obtained these results through the rigorous implementation of Renault strategy, the cohesion of our operational management team and the capacity of our workforce 1. 2. 3. 4. 5. 6. to show a resourceful spirit of frugality in their activities. We also developed our profi table presence in Renault’s new growth markets: Brazil and Russia, as well as India, Iran and Algeria. We are clearly on the right track but still a long way from realizing our full potential. In 2013, we will continue to face stormy conditions, primarily in Europe and France, along with weaker growth in a number of emerging markets. We will continue our policy to cut costs and make maximum use of resources. We will reduce discounts by accelerating the roll-out of new vehicles that will be sold at a price refl ecting their quality, design and innovation. Following on from 2012, already an action-packed year, we will be launching New Clio Estate and Renault Sport, Captur, New Logan and Sandero.

Carlos Tavares, Chief Operating Offi cer

MANAGEMENT COMMITTEE At March 1, 2013, the Management Committee was composed of all the members of the Executive Committee and the following 17 people:

Bruno Ancelin Thomas Lane Steve Norman 7. 8. 9. 10. 11. Senior Vice President Senior Vice President, Senior Vice President, Managing Director Product Planning Global Marketing for Russia Nadine Leclair and Communications Chairman of Eurasia Region Senior Vice President, Gilles Normand Denis Barbier Vehicle Engineering Senior Vice President, Senior Vice President, José-Vincente de los Chairman of Asia-Pacifi c Chairman of Americas Mozos Region Region Senior Vice President, Jacques Prost Bernard Cambier Manufacturing Assembly CEO of Renault Morocco Senior Vice President, Plants and CEO of Renault Jean-Pierre Vallaude Market Area France Spain Senior Vice President, Jacques Daniel Christian Mardrus Quality Senior Vice President, Senior Vice President, Laurens van den Acker 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. JV project, China Alliance CEO Offi ce Senior Vice President, Christian Deleplace Katsumi Nakamura Corporate Design Gérard Leclercq, Jérôme Stoll, Carlos Tavares, Carlos Ghosn, Marie-Françoise Dominique Mouna Sepehri, Stefan Mueller, Jean-Michel Philippe Klein, Thierry Bolloré Senior Vice President, Senior Vice President, Christian Vandenhende Executive Vice Executive Vice Chief Operating Chairman and Damesin, Thormann, Executive Vice Executive Vice Billig, Executive Vice Executive Vice Expert Fellow Head of China Business Senior Vice President, President, President, Offi cer Chief Executive Executive Vice Chief Financial President, President, Executive Vice President, President, Jean-Christophe Kugler Operations Purchasing and Chairman Chairman Sales, Marketing Offi cer President, Offi cer, CEO Offi ce Chairman of Europe President, Plan, Product Manufacturing Senior Vice President, of RNPO of Operations and Light of Renault Human Resources Chairman and CEO Region Engineering Planning and Supply Chain Chairman of Euromed- in France Commercial Vehicles of RCI Banque and Quality and Programs Africa Region RENAULT 2012 ANNUAL REPORT 8 / 9

SALES VOLUMES AND BUSINESS LOCATIONS For the fi rst time since the founding of Renault in 1898, the Group made more than EUROMED- half of its sales outside Europe, with a rise of 9.1%. At end-2012, the Group had robust AFRICA presence in Euromed-Africa, with market share of 14.8%, and in Europe (9.1%). It is Number of vehicles sold also a strong player in the Americas (6.6%) and in Eurasia (6.2 %). The Group is 360,918 beginning its ramp-up in Asia-Pacifi c and China. +4.4 % Moscow Russia Togliatti Romania Cléon Pitesti Morocco Turkey Grand-Couronne Tangiers Oarja Bursa Ruitz Casablanca

Douvrin EURASIA Number of vehicles sold 207,751 United Kingdom South Africa Rosslyn +21.6 % Luton Belgium Douai Rib Dieppe Cergy Maubeuge Sandouville Flins Villeroy Le Mans St-André-de-l’Eure Choisy-le-Roi Batilly Caudan Slovenia ASIA-PACIFIC Novo Mesto France Colombia Number of vehicles sold Villeurbanne Envigado 260,013 +0.4% South Korea Palencia Haman Valladolid Brazil Iran Argentina Curitiba Busan Vehicle plants Barcelona Tehran Passenger cars Cacia Cordoba LCVs Spain Chile Portugal Los Andes Powertrain plants EUROPE India Pune Chassis, engines, transmissions Number of vehicles sold Foundry Chennai Seville AMERICAS Partner plants Number of vehicles sold Passenger cars 1,270,688 LCVs 450,916 Other sites -18% Logistics platform +13.6% Parts and accessories distribution centres Alliance sites Renault-Nissan Alliance site

SITES IN FRANCE SITES IN EUROPE SITES IN EUROMED-AFRICA SITES IN EURASIA SITES IN THE AMERICAS SITES IN ASIA-PACIFIC

BATILLY (Sovab) DOUAI RUITZ (STA) BARCELONA (Nissan) RIB BURSA (OYAK Renault) Clio 3, Clio 4, Symbol, MOSCOW CORDOBA Clio 2, Kangoo, Kangoo Express, BUSAN (RSM) SM3, SM7, Koleos, Master 3 Mégane 3 coupé cabriolet, Scénic 3 Automatic transmissions Trafi c 2 Parts and vehicle preparation Fluence, Mégane Génération, Fluence Z.E. engines, Logan, Sandero, Fluence, Duster Symbol, Fluence. Foundry Fluence, Latitude. Engines gearboxes, front/rear suspensions CAUDAN (FdB) DOUVRIN (FM – Renault Unit) SANDOUVILLE CACIA SEVILLE TOGLIATTI (AVTOVAZ) CURITIBA Mégane 2, Logan, Sandero, CHENNAI (Renault-Nissan) Foundry Engines Laguna 3, Espace 4 Transmissions Transmissions CASABLANCA (Somaca) LADA range Master 2, Duster. Engines Fluence, Koleos, Pulse, Duster Kangoo, Kangoo Express, Logan, Sandero LUTON (GM) VALLADOLID ENVIGADO (Sofasa) HAMAN CERGY Parts and accessories FLINS Clio 3, Clio 4, ZOE. ST-ANDRÉ-DE-L’EURE (SFKI) distribution centre Parts and accessories distribution centre Trafi c 2 Modus, Clio 3, Twizy. Engines OARJA Logan, Twingo 1, Sandero, Duster Parts and accessories distribution centre Parts and accessories distribution centre VILLEROY NOVO MESTO (Revoz) LOS ANDES (Cormecanica) CHOISY-LE-ROI Standard replacement: GRAND-COURONNE PUNE engines and transmissions Parts and accessories distribution centre Clio 2, Twingo 2, Wind. Trains AV & AR PITESTI (Dacia) Logan range, Sandero, Duster. Engines, Transmissions transmissions and front/rear suspensions, foundry CLÉON Engines and transmissions. LE MANS VILLEURBANNE PALENCIA TEHRAN (Pars Khodro / Iran Khodro) Foundry Front and rear suspensions. Foundry Front and rear suspensions Mégane 3 TANGIERS (Renault-Nissan) Logan, Mégane 2 Dokker, Dokker Van, Lodgy DIEPPE (Renault Alpine) MAUBEUGE (MCA) Kangoo 2, TEHRAN (ACI-PARS) Clio 3 RS Kangoo 2 Express, Kangoo Z.E., Citan (Daimler) ROSSLYN (Nissan) Front/rear suspensions Sandero RENAULT 2012 ANNUAL REPORT 10 / 11

KEY FIGURES FINANCIAL RESULTS BREAKDOWN OF CAPITAL 2.97 % The Renault group in 2012 3.10 % 1.37 % 15.00 % GROUP REVENUES GROUP OPERATING NET INCOME NET FINANCIAL DEBT (in € billion) MARGIN (in € billion) OF AUTOMOTIVE (in € billion) (in € billion)

15.01 % 42.6 3.5 RCI BANQUE 41.3 1.1 1.1 2.1 39.0 1.7 5.92 1.44 33.7 0.7 0.30

2009 2010 2011 2012 2010 2011 2012 2010 2011 2012 2009 2010 2011 127,086 128 4,071.5 754 2009 2009 2012 62.55 % EMPLOYEES WORLDWIDE COUNTRIES WHERE MILLION EUROS IN GLOBAL MILLION EURO CONTRIBUTION -0.4 AT END-2012. THE GROUP IS PRESENT. AFTER-SALES REVENUE. TO GROUP OPERATING MARGIN. -1.5 Public French State Nissan Daimler AG -3.1 Employees Treasury

RENAULT IN EUROPE GLOBAL SALES BY BRAND (PC+LCV) TREND IN RENAULT SHARE PRICE FROM 31/12/2009 TO 31/12/2012 (in euros)

Renault group

50 CAC 40* Renault 2,550,286 * CAC 40 indexed on the basis of Renault’s share price at December 31, 2009. 15.5% UNITS 40

2010 2011 2012

RenaultDacia RSM PRICE AT END OF YEAR (31/12/2012) 26.80 26.80 40.69 RENAULT IS EUROPEAN 30 LEADER IN LCVS FOR THE 15TH HIGHEST PRICE DURING THE YEAR (03/14/2012) 45.60 49.45 43.83 CONSECUTIVE YEAR, WITH 2,124,773 359 ,822 65 ,691 LOWEST PRICE DURING THE YEAR (01/02/2012) 26.77 22.34 26.76 MARKET SHARE OF 15.5%. UNITS UNITS UNITS 20 31/12/2009 31/12/2010 31/12/2011 31/12/2012

RENAULT GROUP’S TOP TENMARKETS (Renault + Dacia + RSM) SalesMarket share SIMPLIFIED STRUCTURE OF THE RENAULT GROUP

Automobile Sales financing 551,314 241,594 189,852 170,303 118,727 118,169 113,664 100,783 96,144 83,366 Associated companies Not included in scope of consolidation 24.2 % 6.6 % 6.5 % 5.1 % 14.8 % 15.2 % 26 % 9.8 % 6.3 % 10.7 % A year of contrasts in 2012, with results that were Renault SA satisfying overall.

POSITIVE FREE OPERATING CASH FLOW IN 2012 AND, FOR THE FOURTH YEAR RUNNING, POSITIVE FREE Nissan Motor Renault s.a.s Dacia Daimler AG OPERATING CASH FLOW FOR AUTOMOTIVE, OF €597 MILLION. 43.40% 100% 99.40% 1.55%

SUSTAINABLE GROWTH IN 2012, THE RENAULT GROUP SOLD 2,550,286 VEHICLES, Other industrial IN A CONTEXT OF CRISIS FOR THE EUROPEAN MARKET (-8.6%). 12345678910 RCI Banque Renault Samsung AVTOVAZ and commercial 100% Motors 80.10% * 25.00% companies THE GROUP REPORTED A 6.3% FALL IN VOLUMES OVERALL

FRANCE BRAZIL RUSSIA GERMANY ARGENTINA TURKEY ALGERIA IRAN ITALY SPAIN * Company indirectly owned by Renault s.a.s. BUT A 9.1% RISE IN SALES OUTSIDE EUROPE. RENAULT 2012 ANNUAL REPORT 12 / 13

STRATEGY 14. Identity 16. Growth 18. International 22. Alliance and partnerships A BOLD APPROACH

New Renault Clio R.S. 200 EDC Victor Vasarely - Re-Na - 1968-1974 - Oil on canvas (detail) – Renault Collection RENAULT 2012 ANNUAL REPORT STRATEGY 14 / 15

RENAULT IN FRANCE IDENTITY For Renault, France is not only the company’s birthplace. AN INTERNATIONAL GROUP It is also a major R&D, engineering and production base WITH FRENCH ROOTS that is key to the Group’s long-term future.

“France is our culture, our history and the DNA of our Group.” This frequently repeated quote from Carlos Ghosn refl ects the importance of Renault’s French roots. While the Group now has more than half 53,200 5,116 €8 bn 40% of its sales outside Europe, the bulk of the workforce remains in France, EMPLOYEES IN FRANCE, OR 42% SALES OUTLETS IN THE INVESTMENT IN FRENCH INDUSTRIAL SITES OF INVESTMENT IN FRANCE as do most of the manufacturing and sales sites and investments. OF THE GROUP WORKFORCE. DISTRIBUTION NETWORK. BETWEEN 2002 AND 2013. BETWEEN 2010 AND 2013.

1. Workstation on the engine assembly line at Cléon. RENAULT AND ENGINEERING CLÉON, A SITE CONTRIBUTING TO EMPLOYMENT AND EXPORTS 2. Engineers from powertrain engineering at the Rueil Technical Centre. (2012 fi gures)

15,826 almost or 63.2% 66% 44% 4,000

10,009 of the workforce in France enault aims to build most of its high value- concentrated in France. Between 2002 and 2013, the Strong, sustainable activity added products in France. This is the case of Group invested no less than €8 billion in France. France is therefore a major production base, and the of output of activity dedicated employees executive vehicles, Renault-brand LCVs and Between 2010 and 2013, 40% of total investments were Group intends for it to remain so in the future. Negotia- exported in 2012 to other brands* some electric vehicles, such as ZOE at the Flins made in France. These investments are focused on prod- tions to establish the conditions and resources necessary R TOTAL NUMBER OF ENGINEERING EMPLOYEES AT END-2012 site outside Paris, or Kangoo Z.E. at Maubeuge, northern ucts of high added-value with prospects for the future, to give Renault a strong, sustainable base in France, were France. France is also home to the powertrain expertise such as ZOE at the Flins plant, Kangoo Z.E. (electric ver- started in 2012, continuing into early 2013. World France * Nissan, Suzuki, Opel, Infi niti, RSM and Dacia of Renault, as refl ected in the Group’s eleven Formula 1 sion) at Maubeuge, electric motors and diesel engines In Spain, on November 3, 2012, the management of Constructors’ titles. Renault boasts an unmatched from the Energy family at the Cléon plant. Renault is also Renault Spain signed its third three-yearly agreement record in F1, the number one event in motorsports. The investing in the Sandouville plant in Normandy, for the with the three biggest trade unions, with a view to mak- Group designs its world-beating engines at the Viry- production of the future Trafi c, and in Douai, northern ing Spanish plants more competitive. This agreement Châtillon plant outside Paris. Further, almost one-third France, for the successors to Scénic, Laguna and Espace. includes measures on labour fl exibility, alongside a The Entry-level range brings benefi ts of the engines fi tted on production models are manufac- With Sandouville taking over production of the future gradual increase in annual working time and wage tured in France. Trafi c, to be launched in 2014, all Renault brand light moderation. In return, the management of Renault for Renault in France Some powertrain plants also work for manufacturers commercial vehicles sold in Europe will be built in France, Spain made a commitment to increase the activity of other than the Renault group. At the Cléon plant in since Master is built at Batilly in eastern France and the bodywork-assembly and powertrain plants and to The Renault group’s so-called number of fully amortized parts. For example, every Dacia Entry-level range is one of the vehicle produced anywhere Normandy, for example, 40% of output is for vehicles Kangoo at Maubeuge. This site also builds Citan, a com- create jobs. Q These vehicles are sold under most remarkable success the Dacia brand name in Europe, in the world generates €800 from the Nissan group and its executive brand, Infi niti. pact Kangoo-based van launched by Daimler in 2012. stories in the automotive North Africa and Turkey, and for France: €400 in parts The Renault group has a network of 5,116 sales outlets The cooperation agreement with Daimler, which marked industry’s recent history. under the Renault name in the and €400 in engineering. across France, with 53,200 employees. Sub-contractors its second year in 2012, makes a signifi cant contribution Taught in business schools rest of the world. The success employ some 70,000 people in France to make the parts to the activity of the Maubeuge site. and examined attentively by of Logan, Sandero and Duster is Further, some French plants the competition, this automotive widely known. Less widely known, supply parts and modules for necessary to build and service Group vehicles. The agreement signed by Renault and the Caterham revolution dates back to Renault’s however, is the contribution of the building Entry-level vehicles. group on November 5, 2012 to design and build sports acquisition of the Romanian Entry-level range to the French The Le Mans site supplies the France, home of the Renault group cars further consolidates the production base in France. brand Dacia in 1999. The recipe economy. Because even though Tangiers plant with axles and Renault’s R&D spending and investment expenditure, The vehicles developed through this partnership will be for success? Simple, robust low-cost vehicles are incompatible drums developed by an engineering refl ect the essential role played by the Group’s national built at the Dieppe plant, which already builds Clio R.S. vehicles whose cost was limited with the cost of production in centre also based in Le Mans, while by reviewing design from the France, they nevertheless bring the Cléon site supplies transmission base. France accounts for 80% of spending in research (Renault Sport) and racing vehicles, including single- ground up and by using a large benefi ts for local activities. components to Pitesti in Romania. and development. Industrial investment is also largely seater models. New Logan. RENAULT 2012 ANNUAL REPORT STRATEGY 16 / 17

THE ELECTRIC GROWTH RANGE With a range of four electric vehicles, meeting a multitude ADOPTING AN AMBITIOUS STRATEGY of personal and professional requirements, Renault is already number one on the European market. A few facts and fi gures. Renault’s profi table growth strategy is based on several cornerstones: international expansion, with particular emphasis on the successful Entry-level range; the complementary fi t between the three Group brands, Renault, Dacia and RSM; the electric vehicles pointing the way to the future; Alliance synergies with Nissan, and cooperation projects. No. 1 4 9,020 20,000 IN ELECTRIC VEHICLES ALL-ELECTRIC TWIZY VEHICLES CHARGING STATIONS IN EUROPE (27.5% VEHICLES LAUNCHED SOLD IN 2012. INSTALLED IN EUROPE. MARKET SHARE). IN TWO YEARS.

1 to 3. Renault, Dacia and Renault Samsung Motors: the three Group brands VEHICLES IN THE ELECTRIC RANGE play complementary roles.

enault, Dacia and Renault Samsung a reputation for service quality, which enjoyed strong minivan by Dacia. Dokker is a versatile crew van with Motors (RSM): the three brands play growth on the Korean market over a period of ten years. one or two sliding side doors, and Dokker Van is a com- KANGOO Z.E. FLUENCE Z.E. TWIZY ZOE complementary roles in the Renault In 2012, faced with fi erce competition, RSM developed pact LCV aimed at shop owners and the self-employed. A FUNCTIONAL, VERSATILE VAN. AN ELEGANT, PRESTIGE A STYLISH URBAN A HATCHBACK OF CLEAN, group’s growth strategy. Renault is the a recovery plan, which aims to increase local content as Eight years after the launch of Logan, Dacia revealed (October 2011) SALOON. QUADRICYCLE. FLOWING LINES. R New Logan, New Sandero, and New Sandero Stepway, (December 2011) (March 2012) (End-2012) global brand. Over a history spanning almost 115 years, well as to renew and expand the product range. it has developed an identity based on making useful in- Renault, Dacia and RSM, the three Renault group a “go-anywhere” version of Sandero, at the Paris Motor novation available to the greatest number. The Group’s brands, will soon be joined by the Alpine brand. Fifty Show. Under the Renault brand name, 2012 marked the fl agship brand, Renault recently gave new impetus to its years after the sporting exploits of the A110, the Alpine next stage in the Duster saga. Following its launch in design approach in order to make its vehicles more ap- legend will rise again in the shape of new vehicles ex- Brazil and Russia in 2011, it conquered India in 2012. pealing. Renault models meet the highest quality stand- pressing an exclusive passion for racing. The Entry-level range enables Renault to take advantage ards, as illustrated by the rankings of international of high-growth markets, meeting the needs of the de- A four-strong electric range organizations. Renault is also seeking to be a pioneer in Deployment of the Entry-level range veloping middle classes. Over a period of eight years, sustainable mobility for all. Alongside the complementary role of its three more than four million vehicles have been sold in around Renault announced its commitment to sustainable (27.5% market share at brands, Renault’s strategy is based on the striking one hundred countries. ambitions in electric vehicles mobility and electric vehicles is end-2012). Twizy, the urban Complementary brands and ranges power of its Entry-level range and on the ramp-up of For the electric vehicle project, following a strong roll- at the Davos Forum in 2008, the energy issue. Oil resources quadricycle is the best-selling Dacia is the Renault group’s regional brand. Present electric vehicles. The fi rst Entry-level vehicle was Logan, out campaign in 2008, Renault is already No. 1 in the leaving observers more than are increasingly diffi cult to exploit electric vehicle, with 9,020 sales a little doubtful. Yet, to quote and their cost is rising”. already notched up at end-2012. in 39 countries, in Europe, North Africa and Turkey, it is available in three other body styles at the end of the European electric market, with a wide range of vehicles Carlos Ghosn: “The planet is continuing its expansion in 2013, with roll-outs in the UK 2000s: Logan MCV (an estate version of Logan), Logan meeting diverse private and professional requirements facing three major challenges To address these issues, Some countries have and Ireland. The success of the Dacia brand, which has van and Logan pick-up. These vehicles made Logan a (see opposite). Q that need to be addressed now. Renault has launched a converted to electric vehicles, sold 2.3 million vehicles since the launch of Logan in huge success in Europe. The range subsequently gained The fi rst concerns growing complete range of four for example, Germany and… mobility requirements all over electric vehicles in just a few the Vatican. Two Kangoo Z.E. 2004, is based on the strict application of three funda- two new models whose ambitions were naturally global: the world, and particularly in years: Kangoo Z.E., Fluence vehicles delivered to the Vatican mentals: generosity, simplicity, reliability. Dacia has Sandero and Duster. Sandero was launched in Brazil in emerging countries, where Z.E., Twizy and ZOE. These at the end of 2012 are now in changed automotive consumer habits by enabling buyers 2008. The vehicle range is marketed in Europe, North demand for vehicles is growing, vehicles are sold at prices close silent use within the papal city. on a limited budget to buy a new car. Africa and Turkey under the Dacia brand name, and in with the emergence of new to those of their equivalent ICE Renault Samsung Motors is the Renault group’s local the rest of the world under the Renault name. It was a middle classes. The second models (after deduction of tax challenge is global warming. incentives). Today, Renault is No. 1 brand, with a vehicle range sold primarily in South Korea. busy year for the Entry-level range in 2012, with many And the third reason for our on the electric market in Europe A Renault subsidiary set up in 2000, RSM is a brand with new vehicles. Lodgy is the new 5- or 7-seater compact Twizy in Amsterdam. RENAULT 2012 ANNUAL REPORT STRATEGY 19

BRAZIL BRAZIL INTERNATIONAL In Brazil, Renault’s second biggest market, brand sales LOCATIONS CLOSE TO OUR MARKETS surged by 24.3% in 2012, outpacing market growth (6.1%) fourfold. The Group’s objective is now in sight: 8% of the market in 2016.

In 2012, for the fi rst time since its founding in 1898, the Renault group sold more vehicles on international markets than in Europe. Of a total 2,550,286 sales (passenger cars and LCVs), 1,279,598 came from outside Europe. The Group also set new records in sales and market share in the Americas and Eurasia. Brazil and Russia are now its second nd SALES (since 2007) and third biggest markets. 2 BIGGEST GROUP MARKET. 2007 2008 2009 2010 2011 2012 241,594

194, 300 1. Daily life at the Curitiba plant in Brazil. 2. Koleos, enjoying great success in China. 241 ,594 VEHICLES SOLD IN 2012. 160,297

117,524 115,153 +24 .3% 73,614 RISE IN 2012 VS 2011.

uilding on a strong and stable base in Romania, Korea and India tailor Group products to take increasing its presence on the import market with the France, the Renault group has signifi cant- account of the specifi c characteristics of their markets. success of Koleos and a full range of sedans, from ly stepped up the pace of its international This may involve, for example, developing fl ex-fuel en- Fluence to Talisman. It is also building on the strong Renault, “uma marca brasileira” expansion to take advantage of market gines (running on ethanol or petrol) in Brazil, or adapt- development of its distribution network, with a view to B growth outside Europe. This international expansion ing to conditions of extreme cold in Russia. increasing the number of distributors from 95 in 2012, places particular emphasis on multicultural organization Four design centres complete the Group’s network. to 170 by 2014. At the same time, Renault is making The subsidiary Renault do Brasil is particularly popular with women. and management. The close links established through Located in the same countries as the engineering cen- preparations to establish an industrial base through a recently celebrated its fi fteenth The range also includes Fluence anniversary. Renault and Brazil and Duster, launched in 2011, the Alliance with Nissan and the cooperation agreements tres, they take account of the tastes and aspirations of major investment project in cooperation with Dongfeng, have many ties, stretching back a and a new-phase Clio presented with Daimler and AVTOVAZ, reinforce the multicultural the local customer base. Nissan’s Chinese partner. In Algeria, where Renault has long way. Renault is present in Brazil in 2012. mix. The Group is organized on the basis of fi ve regions: been present for 90 years, the Group has been market with three plants: one for passenger Americas, Asia-Pacifi c, Eurasia, Euromed-Africa, and Three priority countries and several leader for seven years. In 2012, sales surged by an im- cars, one for LCVs and one for Renault had market share of 6.6% in 2012, Europe. These regions are tasked with supporting devel- pressive 51.5%, taking the brand over the symbolic engines. All three export their consolidating its high-growth countries output to South America as a whole. No. 5 spot on the Brazilian market. opment in each country, based on local production and As part of the Renault 2016 – Drive the Change plan, threshold of 100,000 sales (with 113,664 vehicles), for Today, in early 2013, these sites are The attachment expressed by vehicles tailored to the specifi c characteristics of each the Group has identifi ed three countries as priorities: record market share of 26%. The Renault brand is signifi cantly increasing production Brazilian customers for the brand market. With 38 industrial sites in 17 countries and Brazil, Russia and India (cf. country fact sheets). Renault leader while Dacia ranks No. 4, a rise of two places. capacity: from 280,000 to 380,000 can also be partly attributed 13,300 sales outlets (at end-2011), 80% of regional out- has real strengths in these three countries, which have Under the terms of an agreement signed at end-2012, units for the vehicle plants, and from to the Renault Institute. Through 400,000 to 500,000 units for the its involvement in a wide range of put is sold in that same region. signifi cant potential for growth. In Brazil and Russia, the Group plans to build a site near Oran. This plant will engine plant. initiatives (education, road safety, Renault has a historic base. In Russia and India, Renault have an initial production capacity of 25,000 vehicles/ development aid, environment and Vehicles tailored to the specific can rely on the valuable support of the Alliance. At end- year, and 75,000/year in the longer term. Q Renault also has an engineering mobility), the institute has helped characteristics of each market 2012, of the Group’s ten main markets, six were out- centre in Brazil, with branches more than 290,000 Brazilians since Renault aims to build and sell vehicles close to its side Europe: Brazil, Russia, Argentina, Turkey, Algeria across South America, and a design its launch in 2010. centre – Renault Design América markets. This cuts customs duties and logistics costs and Iran. Latina – based in São Paulo. – contributing to a smaller eco-footprint – as well as Through its strong presence in enabling the Group to be more proactive and to tailor its New markets with real prospects Brazil, the brand is able to market vehicles to customer tastes and requirements. The The Group is gathering pace in China, seeking to es- vehicles tailored to customer tastes. Alongside Logan, Sandero is the Renault group also has a network of engineering and tablish a strong position in the world’s biggest auto- best-seller. The Stepway version design centres. Four engineering centres in Brazil, motive market (18 million vehicles in 2012). Renault is Renault Novo Clio in Rio (Brazil). RENAULT 2012 ANNUAL REPORT STRATEGY 20 / 21

RUSSIA RUSSIA INDIA INDIA Renault’s expansion in Russia is based on a robust product plan, “Bonjour India!” is the slogan chosen to launch Renault in India. a growing network and a strong industrial base as part of the Renault is positioning itself as a premium brand on this market partnership with AVTOVAZ. with a slew of new vehicle launches.

SALES AND MARKET SHARE NUMBER OF RENAULT DEALERSHIPS (since 2009) 189,852 (between 2011 and 2012) 3rd 3 rd 24 x 3 RANKING BRAND IN RUSSIA. BIGGEST GROUP MARKET. AWARDS FOR DUSTER EXPECTED GROWTH OF THE INDIAN 154,734 IN 2012. MARKET BETWEEN NOW AND 2020. 100 40 Sales 14 Market share 96,466 153 189 ,852 72,284 6.47% 400,000 SALES OUTLETS IN VEHICLES SOLD IN 2012 5.83% LAUNCHES VEHICLES: ANNUAL PRODUCTION 105 CITIES AT END-2012. (+22.7%). 5.04% IN 17 MONTHS. CAPACITY OF THE CHENNAI PLANT. 4.93% MID-2011 END-2011 END-2012 2009 2010 2011 2012

Renault, a Russian novel Focus on India

Renault’s Russian adventure In 2012, Renault increased Renault is making strong rounding out the range. Duster began over 100 years ago. its stake in AVTOVAZ and, with progress in India, a country made a particularly impressive Czar Nicholas II kept up to fi ve Nissan and Rostec, formed the that has just 20 vehicles for debut, collecting 24 awards in India, of the renowned Renault 40/45, company Alliance Rostec Auto BV, 1,000 inhabitants (compared including the highly coveted Indian models in the imperial garage in which will control Russia’s leading with 50 in China and 300 in Car of the Year title. It sold more Saint-Petersburg. Today, Renault market player. Russia). To continue moving than 20,000 vehicles in just six is writing a new page in its history forward, the brand is building on months. on this strategic market, which is Opened in April 2012 at the power of the Alliance. Chennai, now its third biggest. The Group has the Togliatti plant, the fi rst the fi rst Renault-Nissan plant In 2012, Renault brand sales invested €1.5 billion in the Russian production line is building opened in 2010, had a production topped the 35,000 mark in India. automotive industry. It also has vehicles for Renault, Nissan and capacity of 400,000 vehicles in To support this growth, the Renault a production plant, which has LADA, and will enable the Renault 2012, a fi gure set to double by 2014. network is developing steadily. increased its output twenty-fold group to double its production Alongside the plant, the Alliance The number of dealerships rose since 2005, to reach a capacity capacity in Russia. Building on their has a joint-venture supplying the from 14 to around one hundred of 188,000 vehicles/year. many synergies (quality, increased two brands with engineering and between mid-2011 and end-2012. local content, shared platforms), the purchasing services for India In 2008, Renault acquired 25% partners are aiming for combined and export markets. of AVTOVAZ under the terms market share of 40% for Renault, of a strategic partnership Nissan and LADA in 2016. Maintaining the impetus, Renault agreement. AVTOVAZ is Russia’s has launched fi ve vehicles in leading vehicle manufacturer and the space of 17 months, building owner of the LADA brand, which has on French prestige and Renault’s market share of 18.3%. It also owns success in F1 motorsports. In 2011, the world’s biggest automotive plant the brand launched Fluence followed – 5 km by 2 km – inTogliatti. by Koleos. In 2012, Pulse, Duster and Scala made their market debuts, Renault Duster in Russia. Renault dealership in Chennai (India). RENAULT 2012 ANNUAL REPORT STRATEGY 22 / 23

RENAULT-NISSAN ALLIANCE ALLIANCE AND Founded in 1999, the Renault-Nissan Alliance can be summed up in a few words: respect for cultures, a global approach, pragmatism and fl exibility. PARTNERSHIPS A fruitful alliance whose results are refl ected in these key fi gures. STRONGER TOGETHER

Formed in 1999, the Renault-Nissan Alliance has become the longest-lasting ANNUAL SYNERGIES BETWEEN cross-cultural combination among major carmakers. This unique partnership RENAULT AND NISSAN is a pragmatic, fl exible business tool that can expand to accommodate new 8,097,197 (since 2009) projects and partners, such as Daimler in 2010. The Alliance supports the UNITS SOLD BY THE ALLIANCE IN 2012 development of Renault and Nissan in the world’s most dynamic economies, € billion Nissan and is a source of strength in periods of slower economic activity. RenaultNissan AVTOVAZ 2 Renault 2.57 1. Workers at the Chennai plant in India, a Renault-Nissan Alliance site. 2. Dieter Zetsche, CEO of Daimler, and Carlos Ghosn at the Paris Motor Show. 1.74 1.63 2,550,286 4,940,133 606,778 1.5 1.51

1.41 1 0.87 0.77 0.83

0.5 th 0.74 0.80 0.87 1.16 0 2009 2010 2011 Estimated fi gures 10% 4 64% 2012 OF THE GLOBAL MARKET A GLOBAL GROUP OF THE ELECTRIC MARKET IN 2012 Synergies come from cost reductions and from cost avoidance through IN 2012. (RENAULT-NISSAN (EXCLUDING TWIZY, RENAULT’S the Alliance. Every year only synergies on top of those from the previous oday, the alliance formed by Renault and Chennai. In China, Renault plans to establish a production Exchanging and sharing ALLIANCE AND AVTOVAZ). URBAN QUADRICYCLE). year are taken into consideration. Nissan stands high in the rankings of lead- base by 2014-2016 with the support of Dongfeng, technologies ing manufacturers with 8,097,197 vehicles Nissan’s partner. In Brazil, where Nissan is reaping the In terms of technologies, each group reaps the ben- sold in 2012, for global market share of benefi ts of Renault’s strong presence, the two manu- efi ts of the other partner’s expertise as part of a T10%. The Alliance aims to sell 10 million vehicles/ complementary fi t. facturers are aiming for market share of 13% in 2016. In For example, Renault traditionally year by 2016. Now entering its fourteenth year, the Russia the two groups have their sights set on market specializes in diesel engines and manual transmissions, CMF, the Alliance module bank Renault-Nissan Alliance has become a textbook case share of no less than 40%, primarily through their sub- used extensively by Nissan. While Nissan specializes in study taught in business strategy classes. So what is sidiary AVTOVAZ. In many countries, the market power of 4X4 vehicles and automatic transmissions, also adopt- The CMF (Common Module The trend today is towards a the recipe behind the success? First, the multicultural, the two groups is underlined by the presence of RCI ed by Renault. There is also another fi eld in which Alliance Family) is based on the “Big greater number of joint modules global nature of the Alliance, which respects the culture Banque, Renault’s captive fi nance company, which also synergies are very much in evidence: electric vehicles. Module” approach. It is made up shared by several platforms, and identity of its eight constituent brands: Renault, fi nances vehicles for the Nissan group. In terms of pur- It is the Alliance that has invested some €4 billion in the of fi ve compatible modules: engine, in order to standardize components Dacia, Renault Samsung Motors, LADA, Nissan, Infi niti, chasing, the Renault-Nissan Purchasing Organization programme, which involves around 2,000 employees cockpit, front underbody, rear and increase the number of vehicles underbody and electrical/electronic based on the same platform. Datsun and Venucia. Further, it is based on synergies (RNPO) is the biggest joint company set up by the Alliance. from both companies. Today, Renault and Nissan are architecture. These modules can The CMF approach will gradually dictated by a pragmatic, progressive and flexible All purchases have been pooled since 2009. The Alliance global leaders with more than 27,000 electric vehicles be combined in many different be rolled out to the entire range approach, whose scope has widened continuously since also shares platforms and components: the B platform sold by Nissan, and 17,000 by Renault in 2012. ways to expand the product offering. between 2013 and 2020, through 1999. Within the Alliance, Renault holds 43.4% of Nissan, has provided the basis for emblematic models from both They also contribute to maximizing CMF 1, CMF 2 and CMF 3. while Nissan holds 15% of Renault. Renault-Nissan b.v., groups, such as Clio and Modus for Renault, or Micra, synergies and cutting costs, since For example, CMF 1 concerns Cooperation with Daimler and the the modules in the Alliance bank 13 models in the mid- and upper an equally owned company formed by the two manu- Cube and Note for Nissan. The C platform is shared by fi rst practical results are used on many vehicles in a segments for a total of 1.6 million facturers in 2002, oversees the strategic management Renault Mégane, Scénic and Fluence, as well as by Nissan The cooperation agreement with Daimler, signed large number of countries. The CMF vehicles. These vehicles span fi ve of the Alliance. Serena, Qashqai and Rogue. In emerging markets, the by the Alliance in 2010, brings benefi ts for both covers a range of vehicles based continents and are built in twelve V platform is used in India for Nissan Micra and Sunny, Renault and Nissan. It is based on cross-share- on coherent sizing criteria, in terms plants. of weight, tyre sizing, engine torque Multiple synergies and Renault Pulse and Scala. And the two groups have holdings, with the Alliance taking 3.1% of Daimler, and or width. It may therefore cover Alongside geographical expansion into new mar- been sharing LCV platforms for over ten years. Daimler taking 3.1% of Renault and 3.1% of Nissan. This several platforms. kets, Alliance synergies impact other fi elds such cooperation covers a growing number of fi elds: jointly as purchasing, components, platforms and tech- The Alliance also goes further, expanding the conven- developed passenger cars, LCVs, engines and transmis- nology. In India, Renault and Nissan are aiming for mar- tional platform approach with the innovative Common sions, jointly manufactured engines, and cross-supplies ket share of 10% in 2016, through their joint plant in Module Family (CMF) concept (cf. opposite). for vehicles and powertrain sub-systems. The QQQ Diagram showing the CMF. RENAULT 2012 ANNUAL REPORT STRATEGY 24 / 25

AVTOVAZ Through its cooperation with AVTOVAZ, the Alliance is assured of a key position on Europe’s second biggest market (2.9 million vehicles), behind Germany.

The new B0 assembly line Inauguration of the B0 line is the fi rst major result 1. 2012: The Renault-Nissan Alliance of the cooperation between acquires a majority stake in Alliance Renault-Nissan and AVTOVAZ. Rostec Auto BV, a joint venture with It opened on April 4, 2012 at 40% ROSTEC, which will control 74.5% of THE COMBINED TARGET MARKET AVTOVAZ in 2014. Togliatti, the world’s biggest From left to right: I. Komarov (AVTOVAZ), automotive plant. In the long SHARE FOR RENAULT, NISSAN S. Tchernezoy (Russian Technologies), term, this line will have a capacity AND AVTOVAZ BY 2016. C. Ghosn (Renault-Nissan Alliance), of 350,000 vehicles and will R. Vardanian (Troika Dialog Group). 2. Renault dealership in India. build fi ve models: two for LADA (the fi rst, LADA Largus, went into production in 2012), two for Renault (from second-half 2013), and the Nissan Almera. Nissan 1.7 will also build a Datsun brand MILLION UNITS IN PRODUCTION vehicle based on the LADA Kalina CAPACITY FOR RENAULT, NISSAN platform. By 2016, the Alliance AND AVTOVAZ ON THE RUSSIAN will have a capacity of 1.7 million MARKET BY 2016. vehicles.

New assembly line at the Togliatti plant.

cooperation entity is also developing the replacement biggest (2.9 million vehicles in 2012). AVTOVAZ has a ranked third with market share of 6.5%, following the for Smart and Twingo. Two projects were announced at unique industrial base with Togliatti, a plant with a ca- launch of Duster in 2012. Nissan had market share of the last Paris Motor Show: the development of a range pacity of almost one million vehicles/year, and is number 5.6%. Together, the three groups have combined mar- DAIMLER of 4-cylinder gasoline engines co-led by Renault and one on the Russian market in terms of sales. In April ket share of 30.3%. And the aim is to reach 40% by the Daimler, and intended for Daimler, Renault and Nissan 2012, the Togliatti plant opened a new production line end of 2016... Also in 2016, the Alliance and AVTOVAZ Two years after the signing of the agreement in April 2010, the cooperation with Daimler group vehicles, and the development of a new transmis- involving an investment of €400 million. B0, as the new will have an annual capacity in Russia of at least 1.7 million is bringing its fi rst results: the Mercedes Citan built at the Renault plant in Maubeuge, sion, led by Daimler, for Daimler, Nissan and Infi niti line is called, has a capacity of 350,000 vehicles/year vehicles. It will therefore be a key year for the Alliance and the Mercedes A class, fi tted with the Renault 1.5 dci Energy engine. vehicles. The cooperation with Daimler saw its fi rst tan- for the three brands. Five new LADA, Nissan and Renault and its cooperation projects in Russia, just one hundred gible results in 2012. Two years after the signing of the models will be built on this line, which began operations years after the founding of the company Rousski Renault agreement, Citan – a Daimler group compact van based with the LADA Largus in 2012, followed by the Nissan in Saint Petersburg in 1916! Q on Renault Kangoo – left the assembly line at the Renault Almera at end-2012. It will start building two Renault plant in Maubeuge. In this way, cooperation with Daimler models in second-half 2013. In December 2012, coop- Launch of Citan Two years after the signing is bringing increased activity for this Renault plant. Also eration took a further step forward with the founding of of the cooperation agreement in 2012, Daimler began using an engine developed by a joint-venture, Alliance Rostec Auto BV, by the Alliance between the Alliance and Daimler, Citan left the assembly Renault on both Citan and the new Mercedes A Class: and Russian Technologies. This joint-venture will act as line at the Renault Maubeuge the Energy 1.5 dCi manufactured by the Renault plant majority stakeholder in AVTOVAZ, promoting long-term plant. Citan is a compact van in Valladolid (Spain). Daimler gains an engine ranking stability. Following an investment of US$ 742 million, by the Daimler group, based among the best on the market for its low carbon emis- the Alliance will own 67.13% of the joint venture, which on Kangoo for its design and development. The Renault group sions, highlighting Renault’s expertise in engine manu- will hold a 74.5% stake in AVTOVAZ. On signing the is proud to build Citan, which is facturing, particularly small engines. agreement, Carlos Ghosn said: “Today’s historic agree- a recognition of its expertise from ment is a win-win for all three companies: Renault, three standpoints: as European Takeover of AVTOVAZ Nissan and AVTOVAZ. It is a signifi cant new chapter in leader in LCVs since 1998; In 2008, Renault began the process by taking a an already solid partnership. The joint venture will help as the group marketing the best compact van on the market – THE 1.5 DCI ENERGY ENGINE JOINTLY 25% stake in the capital of AVTOVAZ, manufac- accelerate our Russian market offensive. It will also Kangoo, the historic leader in its DEVELOPED AS PART OF THE turer of LADA brand vehicles. The partnership with Russia’s support the competitiveness of AVTOVAZ, Russia’s category; and as a group meeting PARTNERSHIP BETWEEN THE ALLIANCE leading vehicle manufacturer places the Alliance in a number one vehicle manufacturer.” At end-2012, LADA the highest standards in AND DAIMLER IS NOW FITTED ON strong position on a market set to become Europe’s had market share of 18.3% ahead of Chevrolet. Renault production quality at its Maubeuge plant. THE MERCEDES CITAN AND A CLASS. Citan, the Mercedes van built at Maubeuge. RENAULT 2012 ANNUAL REPORT 26 / 27

PASSION 28. Innovation 30. Motor sports 32. Design 36. Quality REALITY TURNING WISHES INTO

Renault Alpine A110-50 concept car Jesús Rafael Soto - Vibration - 1974 - Wood and metal (detail) - Renault Collection RENAULT 2012 ANNUAL REPORT PASSION 28 / 29

WISH NO. 1 Crazy about cars From Twizy to Alpine, Gilles Steiner aims for the best compromise. Except on passion! INNOVATION. Renault is the fi rst French company in the rankings of the world’s 50 most innovative companies, published by the Boston Consulting Group in 2012. Gilles Steiner caught the automotive virus at Citroën, where he began his engineering career. “After Citroën, I worked with solar panels and gas boilers. But I felt I had to get back to the car industry, fast!” That was when Gilles Steiner joined Renault, working fi rst in testing and approvals, then in the design offi ce. The adventure with Renault Sport began in 2009. Gilles was responsible for fi ne-tuning the structure and bodywork of Twizy. “My brief was to turn this crazy idea into a realistic and economically viable Innovation for all, the driving force At the same time, for Renault, innovation is a question of project.” behind the passion design as well as technology. With the launch of a range Throughout a history spanning almost 115 years, of minivans (from Espace to Twingo), and the invention of His role involved supervising production at the Valladolid plant, passion and innovation have always gone hand in a vertical tailgate on the 4L, Renault has left its mark on and identifying the best suppliers hand at Renault. A passion for cars, a passion for new conceptual innovation. Twizy, the Unidentifi ed Mobile and best technical solutions. challenges, and a passion for innovation are built into the Object, is the worthy heir to this approach. A fun, custom- All at the best possible cost, genes of a brand that has always been an innovator. From izable car, it is a four-wheeled vehicle with two tandem of course. direct-drive transmission to the hands-free card, from seats. A unique mobility solution for urban travel. Now that Twizy is on the road, the turbocharger to central locking, from the onboard Gilles Steiner is getting ready for computer to rear curtain airbags, Renault is the only Alongside conceptual innovation, Renault cultivates a new challenge: developing the manufacturer able to lay claim to such a steady stream technological innovation. As demonstrated by ZOE, the bodywork of the future Alpine of innovations. Maybe the reason lies in the personality fi rst car to be designed as an all-electric model, making Renault... of its founder. In his little workshop at Boulogne-Billancourt, zero-emission mobility available to the greatest number. Louis Renault produced a never-ending stream of inven- More than 60 patents were fi led as part of its design. It is Gilles Steiner, Renault Sport Technologies (RST) tions, extending well beyond the fi eld of cars alone. In a car designed for easy use, range and connectivity. For 1910, he had already designed buses, ambulances, Renault, innovation is a multi-faceted concept spanning aircraft engines and boats. He was also fascinated by all areas: connectivity, with the R-Link integrated touch electric power. A fascination that already hinted at the tablet, the environment, with the general downsizing of future? combustion engines and a commitment to all-electric zero emission mobility, and materials, with the use of new But Renault’s approach to innovation does not re- types of steel of advanced technical properties, contribut- semble that of other manufacturers. First, Renault ing to vehicle safety. As summed up by Rémi Bastien, believes that innovation is only worthwhile if it is availa- Vice-President, Research, Advanced Studies and ble to the greatest number. It was Renault that brought Materials: “Innovation is essential to competitive edge plip control into widespread use, as well as hands-free and customer appeal. Just as design exercises a visual cards, onboard computers with voice synthesis and an attraction, technologies must attract customers by being integrated navigation system selling for less than €500 innovative and available to all”. Q with its Carminat TomTom offering. RENAULT 2012 ANNUAL REPORT PASSION 30 / 31

WISH NO. 2

Engine ace Whether they purr or roar, Jean- Philippe Mercier’s engines all pursue the same ambition: excellence.

MOTOR SPORTS. In 1902, Marcel Renault surprised everybody “I’ve had a Renault diamond when he won the Paris-Vienna road race at the wheel tattoo on my heart for a long time. of a Renault voiturette of just 16 hp. But his triumph And it’s defi nitely for life!” This is was just the fi rst in a long series of motor sports victories… how Jean-Philippe Mercier, one of the engineers behind Renault’s Formula 1 exploits, introduces himself. Between 1987 and 2007, he was involved in the fi rst victories notched up by Renault Sport. After the brand withdrew from motor sport at the start of the 2000s, he designed the engines that marked Renault’s triumphant comeback, the renowned RS25 and RS26 world champions in 2005 and 2006. Between 2007 and 2012, A history of motor sports department builds single-seaters for Formula Renault Jean-Philippe Mercier developed Eleven world championship titles in 35 years, 200 pole 2.0 and Formula Renault 3.5. the Energy TCe engines for positions and 151 GP victories: Renault’s sporting record Renault Sport is also the world’s biggest organizer of Mégane and Clio. The aim was to cut fuel consumption while in motorsports most important event quite simply out- sporting competitions and events. The Enthusiast Days maintaining power and driveability shines that of any other manufacturer. A full-line auto are an opportunity for Renault Sport customers to drive as part of a downsizing approach. maker as well as an expert engine manufacturer, Renault their own cars on the biggest F1 tracks. The World A new challenge that was also has proved its capacity to beat the best specialists on Series By Renault are shows on a huge scale, attracting a culture shock! “An F1 engine,” equal terms on the track. The F1 adventure began at the tens of thousands of families with events including: he explains, “is manufactured in a few hundred examples, and end of the 1980s, and it was with Williams that Renault hotly contested championships, F1 demonstrations, comprises some 2,000 precision secured its fi rst world championship titles as an engine Renault collectors’ parades production car displays, parts. While a production engine manufacturer. After six consecutive victories between and special events for children and adults in the on-site comprises 250 parts but is built 1992 and 1997 with Williams and then Benetton, Renault village. Formula Renault 3.5 series and Formula Renault in 100,000 examples every year. Everything’s different except the left Formula 1, only to return a few years later. In 2005 2.0 series are springboards for future champions.. attention devoted to the slightest and 2006, Fernando Alonso clinched victory for Renault Sixty percent of Formula 1 drivers in 2012, including detail.” In 2013, imitating the with Renault F1 Team, producing both the chassis and Vettel, Pic, Vergne, Grosjean and Räikkönen, drove a to-and-fro motion of a piston, engine. In 2010, 2011 and 2012, Renault added three Formula Renault vehicle at an earlier stage in their ca- he returned once more to Renault world championship crowns to its record as engine man- reers. Sport to prepare the F1 engine for the 2014 season: a 1.6 6-cylinder ufacturer for the Red Bull team and drivers Sebastian engine that is technically close… Vettel and Mark Weber. This domination of F1 racing is a When Renault wins on the track, the entire com- to a production engine! superb global showcase for the technological expertise of pany wins. Starting with brand customers. Motor Renault and France. sports are excellent for the brand’s global image and Jean-Philippe Mercier, renown, but their main impact lies in their contribution Engineering department, This high-tech image is underlined by the fact that to production vehicles. The recently developed Energy Renault Sport F1 Renault is the only vehicle manufacturer to design, powertrains, whose excellence has been underlined by develop and market, within the same entity, production the press and by customers, use design and develop- vehicles, with the Renault Sport range (Twingo R.S., Clio ment methods inspired by Formula 1. Q R.S., Mégane R.S.) and motor sport vehicles. Renault is the world’s biggest seller of sports cars. The motor sports RENAULT 2012 ANNUAL REPORT PASSION 32 / 33

WISH NO. 3 Creating sparks Laurens van den Acker joined DESIGN. Using shapes, materials and colours to give each Renault at Group brand a strong and easily recognizable personality. end-2009, after Such is the day-to-day challenge addressed working for Audi, by Renault’s design teams. Ford and Mazda. A rejuvenating experience!

Laurens van den Acker – LVDA – is on a high. At the age of 47, this multilingual designer is rekindling the fl ame at Renault. After studying in Holland, in Delft, home of Vermeer, LVDA travelled the world in his seven-league trainers before settling in France. While Vermeer, the Dutch master, favoured ultramarine blue, LVDA prefers red. The bright red of passion. As seen on the concept Germanic, robust and rational. The renewal of Logan, car DeZir, whose generous front Design, at the heart of Renault end is now being adapted on all strategy Sandero and Sandero Stepway refl ects these values, the cars in the range, starting “Drive the change”: the principle behind the while the planetary success of Duster owes a great deal with New Clio. “We had to revive profi table growth strategy of the Renault group has to its styling. The design teams are engaged in the same the spirit of Renault, as a Latin been fully taken on board by the design staff, led by new coherence-building exercise for the Renault and Dacia people-focused manufacturer,” he says, with a catching smile. design chief Laurens van den Acker, who joined the Group LCV ranges and the RSM brand. Rather than the tulip of his native at the end of 2009. The new design strategy, rolled out in country, LVDA opted for a daisy 2010, aims to give new impetus to the Renault brand and In order to pick up new styling trends reflecting (“I love you a little, a lot, to achieve greater consistency in design within the customer tastes and requirements, Renault has passionately…”) to symbolize multicultural design teams of 28 nationalities, working in his approach to his work. He Renault, Dacia and RSM brands. associated each stage of human its various centers across three continents (South life with a petal and a concept car. The Renault brand needed new impetus, an approach America, Asia and Europe). To strengthen the coherence The fi rst petal, symbolizing love, is that would refl ect its DNA more closely: a Latin vehicle of brand design, they are organized on a studio basis, one embodied by DeZir. Followed by: manufacturer, focused on people and emotion. Three for interior design and one for exterior design, and no discovering the world, with Captur, family, with R-Space, words defi ne the new styling language: simple, sensual longer by market segment. And the design team and work, with Frendzy. and warm. So it was only natural for the fi rst concept-car responsible for the concept-car also takes charge of the to take the name DeZir and feature red-hot bodywork. production model. As a result, the dreams expressed in The next concept cars, associated The gradual renewal of the range will see the emergence the concept-cars live on in the reality of the production with leisure and wisdom, have yet to be revealed. But Renault has models. Q of DeZir’s sons and daughters: New Clio, ZOE and Captur already rekindled the passion. embody this relation and establish the new design traits LVDA is on a high, a red-hot high. in the public’s mind. Expressed in attractive concept-cars As painted by Piet Mondrian, and in iconic vehicles, such as the R.S. range or the GT another famous Dutchman, and Gordini models, the new styling language gives new who also dedicated his life to shape and color. impetus to the Renault brand. Dacia is pursuing a similar approach. The aim is for brand vehicles to be Laurens van den Acker, recognizable at a glance and completely different from Senior Vice President, those made by Renault. The new design approach Corporate Design completely revised the three strands of brand styling: RENAULT 2012 ANNUAL REPORT PASSION 34 / 35

1.

4. THE CLAY MODEL… NEW CLIO: a crucial stage that involves establishing the main weights and STORY OF proportions of the car, while respecting the A [RE]BIRTH technical constraints of future production… Pictured here, designer Yann Jarsallé.

1. 3.

IN THE BEGINNING, THERE SIMPLE, SENSUAL WAS THE SKETCH… AND WARM… Sensual curves, the The three words hint of a gaze that describing the renewal gradually takes shape. of Renault design The lines of the pencil are visible in both the creating the character- vehicle exterior and istics of the car. New interior, through the 4. Clio was born… choice of shapes, colours and materials. 2. On New Clio, the AN ANIMATED interior is the work DISCUSSION during of Matteo Piguzzi, a design review pictured here between two of the fi ne-tuning the details leading members of of the steering wheel the New Clio design and dashboard on his team: Anthony Villain graphics tablet… and Yohann Ory.

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RED? DID YOU SAY RED? FOR WORKING ON THE Bright red or passion INTERIOR DESIGN, the red? Stéphanie Petit, full-size mock-up is as colors and materials essential as the exterior stylist, creates the body mock-up… colors of New Clio using a color chart.

7. 2. NO DOUBT ABOUT IT… Looking at the two cars placed side by side in the design room, New 7. Clio is clearly the daughter of DeZir…

3. 4. RENAULT 2012 ANNUAL REPORT PASSION 36 / 37

WISH NO. 4 A stickler for detail Torn between a passion for technology and a passion for QUALITY. Renault is one of the top carmakers on quality. customers, The brand now ranks among the front runners, Eric Julier has never particularly in terms of vehicle reliability. had to choose!

A qualifi ed engineer with a marketing diploma from HEC Eric Julier has always been torn between two passions. After conducting market surveys and working in the product department, he began deploying vehicle recall campaigns. “I spent more than three years, in the emergency ward. When I arrived at the offi ce in the morning, I never knew what to expect.” He then became head of durability and reliability Renault quality made… proofi ng systems used to avoid any drift in quality at a in the Customer Specifi cations Renault has made constant efforts in terms of human workstation. department where he developed and fi nancial investment and is now reaping the The interaction between Renault and Nissan has therefore a range of merciless endurance tests. “In the space of two benefi ts. As illustrated by the rankings of international raised quality to the highest standards. Would the Daimler months, we aged vehicles in organizations: ADAC, the German automobile club and group have opted for a Renault engine – like the one on the same way as if they’d been European benchmark, has described all the vehicles the Mercedes A Class and Citan – if Renault had not been on the road for three years.” manufactured from 2006 as “good or very good in terms on the podium for robust strength and reliability? of durability in operation”. The objective now is to As the next logical stage in his career, he took over the reins of showcase this built-in quality and make it visible to Alongside product quality, Renault is also aiming for the perceived quality department customers at fi rst glance. This is the aim of perceived excellence in service quality. By standardizing its a year ago. His objective: to quality! A car may be reliable (never breaking down) and methods and organizing behavioral training, the network endow future projects with the it may be durable (standing the test of time), but this ensures customer satisfaction in all circumstances. Since best of brand DNA, to ensure that vehicles create an impression quality has to be clearly perceptible! This is where a full 2011, Renault has displayed the eight commitments of of homogeneous quality at fi rst range of factors come into play. Some are objective – its Customer Promise across its network. These include: glance, through the quality of the quality of materials, gap and fl ush – while others are returning the vehicle at the agreed time and charging the materials used, and the precision subjective – attractive design and materials, impression agreed price; requesting no payment for any operations of gap and fl ush. “Renault is of high-tech expertise and safety, a feeling of homogeneity. carried out without the customer’s agreement; and meeting the highest standards for fundamental quality. But These factors will inspire a feeling of trust in customers, keeping the customer informed of progress. These perceptions of vehicle quality appealing to all fi ve senses and encouraging them to buy commitments provide the basis for long-term relations also depend on the slightest with their eyes (almost) closed. of trust between the brand and its customers. This is clear detail. Nothing is too small to from the fi gures. More than eight customers in ten would notice. My mission is to track down the weakest link, right To meet the highest standards of quality, Renault recommend Renault for service quality in after-sales and from design”. group brands built on the benefi ts of the alliance with nine in ten for service quality in sales worldwide. The Nissan, with reference to design processes as well as to Group’s experience is, once again, bringing results. Over Eric Julier, Head of the Perceived the production system in place at the Group’s 38 plants. the past decade, the RSM brand has been leader for Quality department Quality involves, for example, the use of Dojo and Poka service quality in Korea. Q Yoke…. Lost in translation? Both are Japanese concepts: dojo are dexterity schools, while poka yoke are mistake- RENAULT 2012 ANNUAL REPORT 38 / 39

RESPONSIBILITY 40. Report 44. Workforce 46. Society 48. Environment FUTURE BUILDING A SUSTAINABLE

Renault ZOE Takis – Untitled 1 – 1974 – Magnets and metal parts on painted wood (detail) – Renault Collection RENAULT 2012 ANNUAL REPORT RESPONSIBILITY 40 / 41

1. 2. 3. 4. 2. LOCATED ON THE SECOND BUSIEST TANGIERS IS RENAULT’S FIRST SEA LANE IN THE WORLD, GREENFIELD PROJECT SINCE 1999 THE STRAIT OF GIBRALTAR, (Curitiba) and fi rst zero-emission the Tangiers Med port is plant. It uses biomass as an strategically positioned for trade energy source, based on wood and between Asia, Europe, North olive stones. This process cuts CO2 America and South America. emissions by 98% (the equivalent

of 135,000 tonnes of CO2 avoided per year). The plant produces zero effl uent and consumes little water. 1. It will thereby avoid withdrawing the equivalent of 175 Olympic swimming pools from the natural environment every year.

3. 4.

5.

THIS PLANT-BASED FUEL IS KEY TO ENVIRONMENTAL performance at the Tangiers plant. It is used in biomass ovens, which emit marginal amounts of CO . REPORT 2 AT THE ZERO-EMISSION PLANT IN TANGIERS TANGIERS

Present in Morocco since 1928, Renault opened the Tangiers plant in 2012. A detailed look at how the Group successfully factored in social, environmental 5. and regional impact right from the start of the project. RENAULT 2012 ANNUAL REPORT RESPONSIBILITY 42 / 43

2.

1. 2. 6. 5. YOUNG OPERATORS AT THE TANGIERS PLANT. VISIT BY CARLOS GHOSN as part In 2015, the plant will have created 6,000 direct of a project to buy materials jobs, generating 15,000 indirect jobs. for a library in Melloussa.

1.

6.

3.

5. 8. 8. TEAM MEETING MEETING ORGANIZED at the Paint department. BY WOMEN@RENAULT. Launched in Morocco in 7. September 2011, the social THE BRAND NEW network already has BUILDINGS of the IFMIA 150 members and is part training institute of of the initiatives led by Renault automotive industry Morocco, which earned it the professions. “Global Diversity Policy” prize in 2012.

7.

3.

DACIA LODGY BODY ON THE BRAND new assembly line at the Tangiers plant. Lodgy is Dacia’s new compact minivan, available as a 5-seater and a 7-seater and launched in early 2012.

4.

A TEAM OF PRODUCTION WORKERS WALKING DOWN A SAFETY path at the Tangiers plant, heading to their workstations.

4. RENAULT 2012 ANNUAL REPORT RESPONSIBILITY 44 / 45

WORKFORCE FOCUSING ON INDIVIDUAL DEVELOPMENT ALGERIA TO BOOST COLLECTIVE PERFORMANCE

To roll out the Group strategy in human resources, Renault has introduced “Together Drive the Change”, aimed at keeping staff motivated and optimizing company performance. The plan is built on two main pillars: dynamic skills management and the promotion of diversity. Women@renault, a social network for mutual aid and solidarity.

I began my career with Renault in International Operations. In 2005, I began working in Algeria, a country I knew from a few visits since my family is from here. I held a number of positions before being appointed marketing director in 2011. In 2012, the subsidiary launched In 2012, the social network women@ renault. It took form naturally, each Group employee since women play a central role in Algeria, including in the workplace. Women make up took advantage of 35% of the subsidiary workforce n 2012, each Group employee took advantage informs all Group HR policies, right up to the most senior and can occupy jobs with an average 29 hours responsibilities for the same pay. of an average 29 hours of training. management level. At the end of 2012, international pro- Women@renault is an apolitical, Faced with growing global mobility needs, the energy of training. fi les occupied 26% of key Group positions. non-activist organization. It is a challenge and the explosion of digital technology, the Next, gender diversity. At the end of 2012, women ac- tool used by younger women, to I counted for 17.4% of the Group workforce and 14.4% of share their experience with their skills required by the automotive industry are changing. To elders and to talk about subjects keep pace with new social and technological trends, strategic positions. Renault is seeking to accelerate the such as the balance between Renault is developing a dynamic skills management pro- in its 10 biggest markets*, for an average 29 hours a year process by recruiting, in France, 30% of women for techni- home and work. gram, the two-fold objective being to provide the com- per person. Renault has also been developing an exper- cal positions and 50% for positions in sales. The women@ Network members also organized pany with the skills it needs to succeed in its strategy and tise function for three years. Today covering 50 strategic renault social network, set up at the start of 2010, is also an initiative for the festival of Eid, to strengthen the employability of its staff. expertise fi elds and with a network of 500 experts, this part of this process. Today, it has 3,300 members in to help the children of SOS Villages enjoy the occasion while resource serves to better capitalize on Group skills and 11 countries and is developing… at viral speed. Renault is respecting the traditions of this Developing skills management and share know-how. also promoting the integration of disabled people at grass- emotionally-charged event. strengthening employability roots level: adaptation of workstations, site accessibility, To conduct this intelligence battle, Renault has put in Ensuring equal opportunities for all listening structures. Renault launched the handi@renault place action plans tailored to different types of exper- In response to the main requirements expressed by social network in 2012 to make the best use of any good Zineb Ghout, tise as part of a segmented approach. First, so-called employees, customers, partners and society as a ideas. Renault is also keen to develop all talents at all ages, Marketing Director, “critical” skills that the company will need in the future, whole, the Renault group has put in place an active particularly by helping young people enter the labor market Renault Algeria leading to training and recruitment initiatives; then “sensi- approach to diversity. “Our commitment to diversity is and highlighting the experience of older workers. A range tive” skills, whose importance for the company is decreas- a competitive advantage that helps us to better meet of initiatives are under way at local level. Renault trained ing, and that involve collective or individual retraining plans customer expectations at a time when the so-called more than 3,400 young people in France in 2012, including or the redeployment of resources; then skills “to be devel- emerging markets are starting to drive the economy,” 1,730 on work-study programs. Q oped”, for which the company wishes to improve collective explains Carlos Ghosn. performance and that demand greater expertise in some Renault leads an ambitious policy on diversity, organized business functions; and last, “stable” skills, which the into four key fields of action. First, cultural diversity. company wishes to maintain and consolidate. Through its ability to reflect the many faces of the In 2012 Renault hired 8,400 people worldwide on long- 128 countries in which it sells its vehicles, Renault remains term contracts and provided 3.32 million hours of training close to customers. The promotion of cultural diversity * Renault’s ten biggest markets account for 90% of the Group workforce. The city of Algiers. RENAULT 2012 ANNUAL REPORT RESPONSIBILITY 46 / 47

SOCIETY FRANCE GETTING INVOLVED IN EVERYDAY LIFE

The Renault group’s clearly stated ambition, “to be a pioneer in sustainable mobility for all”, is both inspirational and challenging. “Being a pioneer” means exploring new avenues and thinking outside the box. “Sustainable mobility” means establishing a balance between societal and ecological requirements over the long term. “For all” implies that mobility will no longer be a luxury, even though it remains beyond the reach of many populations. Renault Mobiliz: a socially responsible garage providing access to mobility.

I’m the managing director of Paumier, a vehicle distribution group present in Villepinte, Aulnay, Sarcelles, Chelles and Gonesse, a catchment area 360 societal initiatives facing a number of problems. When Renault asked us to become a socially responsible conducted by the Group garage as part of Renault in 32 countries Mobiliz, it seemed a meaningful he lack of mobility solutions is the third biggest munity initiatives in France and in international markets, step. My fi rst task was to make it clear to managers that the obstacle to employment in France, after age in 2012. but also Renault’s social policy as an employer, through objective was not to make and training. In response, Renault set up the cooperation with the education system, skills building a profi t. That wasn’t easy, Mobiliz programme in 2010, launched in France in and other initiatives targeting young people. The Renault particularly as it’s already T hard to make a profi t in our July 2012. This aim is for mobility to contribute to helping Foundation, set up in 2001, refl ects Renault’s practical people gain entrance to the labour market or to return to it. World Health Organization, 1.3 million people are killed involvement in higher education. It anticipates require- day-to-day activities. But very quickly, the Group’s every year on roads around the world, and between 20 and ments in new skills, as well as creating and supporting 240 employees adopted Renault Mobiliz, the fi rst social entrepreneur- 50 million are injured. Renault’s commitment is expressed training in the areas of sustainable mobility and multicul- Mobiliz. Our employees do ship programme in fi ve objectives: prevent, correct, protect, inform and save. tural management. Since its founding, the Foundation not see people living on As part of its commitment, Renault set up an invest- The Group is one of the global players involved in the Global has set up a network of almost 600 professionals, con- the RSA* every day. Seeing the delight on the faces of ment company, Mobiliz Invest SAS, into which the Road Safety Initiative (GRSI), which aims to educate people tributing to the infl uence of France’s higher education these customers was a moving Group paid €5 million. Over the space of three years, on road risk worldwide. Renault experts are also involved in system. At the same time, the Renault Foundations in experience for them. Mobiliz will fi nance a doubling in the number of mobility a number of working groups through the European Commis- Brazil, Spain, and Argentina are highly active at local platforms managed by the association Voiture & Co sion’s iMobility forum. In 2012, Renault set up a road safety level, showcasing the Group’s values of commitment and (Groupe SOS). Every year, these platforms welcome management chair (Manser) in partnership with the Saint solidarity. Q Daniel Keller, around 1,000 people who are unemployed or seeking to Joseph University of Beirut, Lebanon. The number of road Managing Director, get back into the labour market. At the same time, ten deaths in the eastern Mediterranean region is double that of Paumier vehicle distribution group garages in the Renault network have opted to become Europe, even though the car ownership rate is four times “socially responsible garages”. They open their doors to lower. The Group is working with many types of audience: people of limited resources, giving them access to cost- customer fi rms, through training in responsible driving; em- price repair and maintenance services. The Mobiliz pro- ployees, through information and training initiatives (road gramme has also received the support of the “Social safety week, preventive driving courses, etc.); young people, Business/Enterprise and Poverty” chair at HEC Paris. It is concerned by initiatives such as “Safety and mobility for all” a highly motivating initiative for employees, who are or “Dix de conduite” (educational program); or fi re fi ghters, proud of Renault’s commitment. as part of the development of electric vehicles. Road safety at the heart of a respon- Developing education for all sible mobility policy Building on the expertise of its employees at interna- Another strand of the Group’s commitment is road tional level, Renault has made a commitment to edu- * Earned income supplement safety, a global public health issue. According to the cation for all. This commitment covers not only com- A socially responsible Renaut garage in Villepinte, France. RENAULT 2012 ANNUAL REPORT RESPONSIBILITY 48 / 49

ENVIRONMENT FRANCE REDUCING THE IMPACT OF OUR ACTIVITIES AND OUR PRODUCTS

Through the Energy engines and electric cars, Renault’s image is associated with efforts to protect the environment. But these technical solutions are simply the visible aspect of a far broader approach put in place by the Group over a number of years. The aim is to reduce the eco-footprint of its cars, across their life cycle and from one generation to the next. To this end, Renault is adopting the principles Greater impact in of the circular economy, while working on innovative mobility offerings. terms of customer appeal with less impact on the environment: Renault turns dream into reality with New Clio...

When I was on the peaks of the Antarctic, I could never have imagined that one day I’d be working on New Clio, world

champion… in low CO2 emissions! I trained as a geologist, and did research into glaciers before working in the design offi ce. Then I joined 100% Renault. As Director, Environmental Plan since 2012, I’m very proud of of plants with what we have achieved on New Clio. It is a real illustration of our enault analyzes the impacts of its activ- ISO 14001 certifi cation electricity on-site. In autumn 2012, working with two strategy to reduce the eco-foot- ity on the environment. Its environmen- specialist partners, the Group installed 40 hectares of print of our vehicles from one tal policy comprises fi ve strands: worldwide. solar panels, in the car parks of several plants: generation to the next, and to cut their carbon footprint by 10% Q protect our heritage; Douai, Maubeuge, Flins, Batilly, Sandouville and Cléon. between 2010 and 2013. This RQ The electricity generated by these installations is equal to prevent or reduce environmental impact by reducing progress is naturally linked to the the eco-footprint of our vehicles from one generation the annual power consumption of a town of 15,000 inhab- new Energy 1.5 dCi diesel engine, to the next; Measurable objectives itants. They also reduce the quantity of CO emitted annu- which has a version emitting just 2 83g of CO /km for 3.2 l/100 km. Q reconcile product and service offerings with environ- Each business function – design, production, ally as part of electricity production by 2,200 metric tons. 2 The TCe 120 hp gasoline engine mental protection; logistics, marketing, end of life – is assessed also ranks as one of the most fuel- Q implement environmental management practices; through a battery of measurable targets, enabling the eco², a commitment to our customers effi cient and powerful in its Q organize communication on the environment. Group to make steady progress year after year. In 2011, Launched six years ago to showcase the most category. And I am convinced Life cycle assessment (LCA), a method recognized and Renault made a commitment to reduce the average ecological and economical vehicles in the that we can expect to see major breakthroughs in 2013: the established at international level, plays an essential role carbon footprint of its vehicles sold worldwide by 10% range, the Renault eco² label underlines the progress made successful rollout of ZOE, the in the deployment of this policy. Renault has used LCA between 2010 and 2013. This indicator is a world fi rst by Renault across the main stages of the vehicle life cycle. development of Twizy Way, battery since 2004 to measure all the impacts of its vehicles right in the automotive industry since it involves all sectors of Vehicles carrying the Renault eco² label satisfy three criteria recycling and the implementation of the circular economy. If we only from the design phase and throughout their service life. the company. In terms of logistics, for example, Renault relating to environmental performance: production and CO2 To promote transparency and methodological rigor, Re- is seeking to reduce mileage by working with supplier emissions in use and recycling. In 2008, the approach was look at the customer issue, then we’ve got it wrong. We need a nault submitted the LCA of Fluence Z.E. to critical review bases in production countries, planning routes, and fi ll- extended to the Dacia brand with the Dacia eco² signature broader vision, taking account of in 2011. The fi ve-member critical review committee, ing trucks and containers. based on the same scoring criteria as the Renault brand. In energy dependence, public health made up of three international experts and two NGOs At the same time, Renault plants worldwide are seeking 2010, it was extended to Renault LCVs. To maintain the costs and regulations.

described the LCA method used by Renault as an exam- to cut energy consumption and use renewable energies. impetus, the criteria applicable to the Renault eco² signature

ple for the automotive industry. The Group’s target is for renewable energies to account were reinforced in 2011. For example, the limit on CO2 In return, in mid-2012, Renault organized a “Reveal- for 20% of its total energy consumption by 2020. Look- emissions was cut from 140g per km to 120g, and the Jean-Philippe Hermine, LCA”, to discuss the results and environmental benefi ts ing beyond its own energy consumption, Renault is percentage of recycled materials was raised from 5 to 7%. Director, Environmental Plan of electric vehicles with stakeholders. contributing to efforts to reduce emissions by generating In 2012, 72% of passenger vehicles in the European QQQ New Clio undergoing extreme cold testing in Kiruna, Sweden. RENAULT RAPPORT ANNUEL 2012

1. 2. , RENAULT has the PROJECT REVIEW of an 2 000 biggest photovoltaic Energy TCe 115 engine at EMPLOYEES WORKING installation in the the prototype production IN ELECTRIC VEHICLES automotive industry at centre in Rueil, France. its industrial and 3. commercial sites. Here, the Sandouville site. TWIZY, the electric 18% quadricycle launched DIFFERENCE IN THE ECO-FOOTPRINT in 2012. 2. BETWEEN NEW CLIO AND THE FORMER GENERATION CLIO. BOOK

1. 3.

range were available in a version with the Renault or make up 20% of the vehicles in the city center, concen- cycled. In 2012, Renault contributed to a report by McK- 2 Dacia eco label. The new family of Energy engines also trations of nitrogen dioxide (NO2) would fall by between insey and the Ellen MacArthur Foundation on the eco- illustrates Group efforts to make innovation accessible 9 and 25% depending on the season, and even 45% on nomic opportunities of the circular economy. The Ellen to the greatest number. These engines, fi tted for the fi rst the main streets, while concentrations of particulates MacArthur Foundation is particularly attentive to the time in 2011 on Scénic and in 2012 on Mégane and Clio, (PM10) would drop by up to 30%. progress of the Competitive Circular Economy project

set new records for low fuel consumption and CO2 emis- Looking beyond products, electric vehicles create new steered by Renault. With the support of Renault and its sions, with no trade-off in driving pleasure. New Clio ways of using cars, with new forms of mobility, as illus- other partners, the Ellen MacArthur Foundation is seek-

Energy dCi 90, for example, emits just 83g of CO2 per km trated by Twizy Way, a trial program launched by Renault ing to convey the principles of the circular economy to for 3.2l/100 km, comparable with hybrid models. Build- in Saint-Quentin-en-Yvelines outside Paris in 2012. the employees of leading manufacturing groups as well ing on the experience acquired in Formula 1, the Energy Twizy Way is a simple, convenient service enabling as to young people. Q range is based on a downsizing approach (lower cubic customers to locate and access one of the 50 Twizy capacity for equivalent performance). They are coupled vehicles available in the area, with or without prior res- with cutting-edge technologies, such as stop&start, en- ervation, either online or using their Twizy Way smart- ergy recovery on deceleration and braking, and Driving phone app. eco² eco-driving assistance. The circular economy points

Towards electromobility the way forward SHAREHOLDERS’ The electric range also illustrates Renault’s To further establish its commitment to the environ- commitment to environmental protection. As ment and inform the general public, Renault is con- part of the alliance with Nissan, Renault has invested tinuing its partnership with yachtswoman Ellen MacArthur. more than any other vehicle manufacturer in the only It is providing support for the creation and development

solution able to signifi cantly cut CO2 emissions in use and of her foundation, which seeks to accelerate the transi- to improve air quality in big cities. In 2012, Renault joined tion to a so-called circular economy. Beyond the recycling forces with Rome City Hall and the company Aria Tech- of vehicles at end-of-life, Renault is working to ensure 52. Corporate Governance nologies to quantify the health benefi ts of electric vehicles that the materials from these vehicles will be re-used by in the city. The conclusions of the survey are highly en- the automotive industry. The challenge is to maintain the 55. Shareholders relations couraging. Based on a scenario in which electric vehicles technical qualities of these materials when they are re- 56. Financial results Robert Rauschenberg – Untitled – 1984 – Silk screen and acrylic – Untitled 1984 Silk screen (detail) Renault Collection Robert Rauschenberg on canvas RENAULT 2012 ANNUAL REPORT

CORPORATE GOVERNANCE

1.

1. 6. 11. 16.

SHAREHOLDERS’ BOOK 52 /

2. 7. 12. 17.

3. 8. 13. 18. BOARD OF DIRECTORS AT FEBRUARY 13, 2013

1. Carlos Ghosn 6. Thierry Desmarest 11. Marc Ladreit de Lacharrière 16. Franck Riboud Chairman and CEO of Renault SA Honorary Chairman of Total Chairman and Chief Executive Offi cer Chairman and Chief Executive Offi cer of Dano President and CEO: Nissan Motor Co., Ltd. Independent director of Fimalac Independent director Chairman of the Board: Renault-Nissan b.v. Chairman of the International Strategy Independent director Age: 57 Member of the Appointments and Committee Chairman of the Appointments and 331 shares Governance Committee Member of the Industrial Strategy Committee Governance Committee Date of fi rst term: December 2000 Age: 58 Member of the Remuneration Committee Member of the Remuneration Committee Current term expires: 2014 4. 9. 14. 19. 205,200 shares Age: 67 Age: 72 Date of fi rst term: April 2002 1,500 shares 1,020 shares 17. Mariette Rih Current term expires: 2014 Date of fi rst term: April 2008 Date of fi rst term: October 2002 Project leader, demonstration vehicle - Renau Current term expires: 2016 Current term expires: 2014 Employee-elected director 2. David Azéma** Member of the International Strategy Commissioner for state holdings– French 7. Pascal Faure** 12. Dominique de la Garanderie Committee Government Shareholding Agency, at the Director general of Industry, Competitiveness Barrister (Cabinet La Garanderie & Associés), Age: 45 Ministry of the Economy and Finance and Services (DGCIS) and former chair: Paris Bar Association 8 shares Director representing the state Director representing the state Independent director Date of fi rst term: November 2012 Member of the Audit, Risks and Ethics Member of the Industrial Strategy Committee Member of the Audit, Risk and Ethics Committee Current term expires: 2016 Committee Member of the International Strategy Member of the Appointments and Committee Governance Committee Age: 52 18. Hiroto Saïkawa 5. 10. 15. Date of fi rst term: October 2012 Age: 50 Age: 69 Executive Vice-President for Asia Pacifi c Current term expires: 2015 Date of fi rst term: February 2013 1,150 shares Region, Affi liated companies, Current term expires: 2016 Date of fi rst term: February 2003 and Purchasing - Nissan Motor Co. Ltd. 3. Alain J. P. Belda Current term expires: 2013 Director representing Nissan Managing Director of Warburg Pincus 8. Jean-Pierre Garnier Member of the International Strategy Independent director Chairman of Cerenis 13. Philippe Lagayette Committee Chairman of the Remuneration Committee Independent director Chairman of the Fondation de France Age: 59 Member of the Appointments and Chairman of the Industrial Strategy Senior Independent Director 100 shares Governance Committee C itt Ch i f th A dit Ri k d Ethi RENAULT 2012 ANNUAL REPORT 54 / 55

SHAREHOLDERS

1. 2012 Annual General Meeting. RELATIONS

1. Carlos Ghosn at an electric vehicle test driving event for shareholders. 2. Renault shareholders test drive electric vehicles. 3. Shareholders visit the Flins plant.

ACTIVITIES OF THE BOARD OF DIRECTORS AND SPECIALIZED COMMITTEES

Renault’s Board of Directors met eight times in 2012. At cussed in greater detail in 2013. Further, two exceptional Appointments and Governance Committee As soon as it opened its capital in 1995, Renault took address and dedicated Finance page on the www.renault. Fédération Française des Clubs d’Investissement (French each of these meetings, management presented a report Board meetings were organized to make decisions relating Chaired by Marc Ladreit de Lacharrière, the Appointments steps to help shareholders get to know the company, com website are also at their disposal. The shareholders’ federation of investment clubs). on the fi nances, market performance and the industrial to an increased stakeholding for Renault in AVTOVAZ, and and Governance Committee is composed of the challenges it faces, its products, and the automotive guide published online in 2008, provides existing or future and technical activities of the Group in all areas, before the disposal of Volvo shares. Alain J.P.Belda, Carlos Ghosn, Philippe Lagayette and Do- world in general. The many meetings and discussions shareholders with a wide range of useful information on Close relations with institutional investors taking questions from Board members. The main topics minique de La Garanderie. Four of the fi ve members are organized by the Group are highly appreciated by the Renault shares and their forms of ownership. In 2009, the Renault organizes meetings for fi nancial analysts when- addressed during the year are outlined below. The Board of Directors has fi ve independent directors. The Committee met twice in 2012, shareholder community. website introduced a dedicated Shareholders’ Area. ever fi nancial results are published or for announcements specialized committees focusing on the composition of the Board of Directors and Accessible from www.renault.com/ Finance page, it relating to exceptional events. Individual meetings with Accounts and budget Risk and Ethics Audit Committee (CARE) the Board committees, the renewal of directors, and the Information enables Club members to sign up for events, to manage investors are also organized throughout the year in France The Board approved the Group’s consolidated fi nancial Chaired by Philippe Lagayette (see box), the Risk and introduction of rules on electing more women directors to Shareholders’ Club their accounts online and to read the “Renault Actu” and other countries. Members of the management team statements, the parent company accounts of Renault and Ethics Audit Committee is composed of David Azéma, the Board. It also reviewed the results of the Board’s self- For Renault, individual shareholders are genuine partners. magazine. To enable shareholders to follow key events also regularly take part in motor shows and press confer- the half-year fi nancial statements for 2012. The Board Charles de Croisset, Dominique de La Garanderie, Benoit assessment on the basis of individual interviews with the Many of them wish to become involved in the company in in the Group’s fi nancial life, through live or recorded cov- ences held in Europe and the USA. adopted the 2013 operating and investment budget. It Ostertag and Pascale Sourisse. Four of the six members directors. which they have invested their savings. For this reason, erage, Renault broadcasts the press conferences organized voted an increase in incentive payments linked to com- are independent directors. The Committee met four times the Group has decided to build long-term relations with for annual and fi rst-half results, along with the Annual Socially responsible investors (SRI) pany performance in the 2012 fi nancial year. It approved in 2012. In particular, it reviewed the Group’s consoli- International Strategy Committee its shareholders. The key values of these relations are General Meeting, on the website www.renault.com. Among the highlights of 2012, SRI investors were able to the conditional allocation of stock options and free shares dated fi nancial statements and the parent company ac- Chaired by Thierry Desmarest, the International Strategy mutual respect and trust, based on close ties and dialogue attend a one-day Environment workshop, where they linked to 2013. counts of Renault for 2011 and fi rst-half 2012, the related Committee is composed of Alain J.P. Belda, Bernard Delpit, with the shareholding community. An attentive approach were able to test innovative combustion-engine vehicles fi nancial releases, the 2012 audit plan and a presentation Jean-Pierre Garnier, Mariette Rih, Luc Rousseau, Hiroto Renault shares its vision of the future with this commu- and ongoing dialogue as well as electric vehicles. Q Corporate governance of the plan for 2013, as well as the fi nancial risk monitor- Saikawa and Eric Personne. Four of the nine members are nity, as part of a transparent approach. As one of the tools The Consultative Committee The Board welcomed four new members in 2012. David ing system at the Group and the work of the new Ethics independent directors. The Committee met twice in 2012, promoting close ties and dialogue, the Group encouraged Made up of nine Renault shareholders, including two cur- Azéma replaced Alexis Kohler as the director representing department. reviewing Renault activity and development in South the founding of a Shareholders’ Club open to all individu- rent or retired employees, the shareholders’ Consultative French state holdings. Mariette Rih, Richard Gentil and America, Russia, and China. al shareholders. Today, the club has some 8,000 mem- Committee makes sure that Renault provides employees Éric Personne replaced Patrick Biau, Yves Audvard and Remuneration Committee bers. Every year, members are invited to a number of with clear information. It is consulted several times a year Alain Champigneux respectively, as employee-elected Chaired by Alain J.P Belda, the Remuneration Committee Industrial Strategy Committee events enabling them to gain a clearer understanding of on Renault communication with shareholders, with a view directors. Further, the Board conducted an assessment of is composed of Thierry Desmarest, Jean-Pierre Garnier Chaired by Jean-Pierre Garnier, the Industrial Strategy the company. For example, visits to production sites or to making improvements and innovating across all com- its operation, composition and performance. and Marc Ladreit de Lacharrière, all four independent di- Committee is composed of David Azéma, Charles de research centres, or involvement in theme-based confer- munication media. rectors. The Committee met four times in 2012, address- Croisset, Thierry Desmarest, Richard Gentil, Benoît ences. In 2012, the opportunity to test drive an electric Group strategy ing the remuneration of the Chairman and CEO, including Ostertag and Luc Rousseau. Three of the seven mem- vehicle proved to be hugely popular with shareholders! Regional shareholders’ meetings The Board debated strategic policy directions for the com- the conditions applicable to his variable remuneration for bers are independent directors. The Committee met twice Every year, the Finance department travels to different ing years, placing particular emphasis on synergies arising 2011. The Committee also reviewed the structuring and in 2012, reviewing the Group’s industrial strategy, par- Tools available 24/7 cities in France (Bordeaux and Lille in 2012) to host meet- from the alliance with Nissan. The Board identified a allocation conditions for the stock option and share plan ticularly in France, along with appointments at Euro- Three times a year, Club member receive “Renault Actu” ings of more than 250 shareholders, organized either in number of strategic topics that will be presented and dis- linked to performance. pean sites. Q magazine. A freephone number with a voice server, e-mail Renault network dealerships or in partnership with the RENAULT 2012 ANNUAL REPORT SHAREHOLDERS’ BOOK 56 / 57

FINANCIAL RESULTS In 2012, the Renault group sold 2,550,286 vehicles, a drop of 6.3%. The Group posted record sales in international markets, with almost 1.3 million vehicles sold outside Europe (50.2% of the total). However, this surge was not suffi cient to make up for the 18% fall in Europe.

1 et 2. Carlos Ghosn and Dominique Thormann at the press conference announcing Renault’s fi nancial results, February 2013.

CONSOLIDATED GROUP RESULTS € million Outlook for 2013 2011 2012 In 2013, the European market remains uncertain and is expected to contract by Revenues (note 4) 42,628 41,270 at least 3% with the French market falling Cost of goods and services sold (34,759) (34,092) by between 3 and 5%. However, the global Research and development expenditure (note 11-A) (2,027) (1,915) automotive market (PC+LCV) is expected to grow by 3% on 2012. This growth will Marketing and general expenditure (4,751) (4,534) be fuelled by positive momentum expected in China, North America, India (+11%) Operating margin (note 5) 1,091 729 Russia (+5%), and Brazil (+1.5%). Other operating income and expenses (note 6) 153 607 – Other operating income 384 224 Group revenues totalled €41,270 million, a dip of In this context, Renault will pursue its rigorous management of the working capital requirement. 3.2%. Strong growth in sales outside Europe could strategy of international development. The Group was able to increase its annual investments – Other operating expenses (231) (831) In Europe, the Group is targeting market share not offset falling sales on the European market. reaching 8.1% of revenues. This performance, along with Operating income 1,244 122 Automotive contributed €39,156 million to revenues, growth with new product launches (Captur, ZOE, the disposal of AB Volvo A shares in December 2012 for New Clio Estate, New Logan) and the full impact a drop of 3.7% on 2011. €1,476 million, enabled the Group to eliminate its net debt. Net interest income (expenses) (219) (267) of the products launched at the end of 2012 – Interest income 193 184 (New Clio and New Sandero). For the first time since the beginning of the Alliance with Group operating margin fell by €362 million in 2012 to It will continue to implement a marketing Nissan in 1999, Renault reported a positive Automotive net – Interest expenses (412) (451) €729 million (1.8% of revenues), compared with €1,091 strategy that showcases each brand. cash position of €1,492 million at December 31, 2012, Other fi nancial income and expenses 98 1 million in 2011 (2.6% of revenues). compared with net debt of €299 million at end-December Renault group targets for 2013 Financial income (note 7) (121) (266) The Automotive division posted a slightly negative 2011. At the same time, Automotive reported a strong (provided European and French markets Gain on disposal of AB Volvo shares (note 14) - 924 operating margin (-€25 million or -0.1% of its revenues) are not signifi cantly worse than expected): liquidity position of €13.6 billion, compared to €11.4 billion compared with a positive €330 million in 2011 (0.8% of Q increase sales volumes, at end-2011. Share in net income (loss) of associates 1,524 1,504 its revenues). Q achieve a positive operating margin In line with the dividends policy announced in the “Renault – Nissan (note 13) 1,332 1,234 for Automotive, Although the Group generated €528 million in savings with 2016 - Drive the Change” plan, a dividend of €1.72 per – Other associates (note 14) 192 270 its cost-cutting programme, and limited G&A expenditure, Q generate positive operational share, strictly representing the dividends received by the free cash fl ow for Automotive. this could not make up for the unfavourable impact of a Group in 2012 for its shares in listed companies, will be Pre-tax income 2,647 2,284 strong downturn in volumes (-€501 million) and the fiercer submitted for approval at the next Annual General Current and deferred taxes (note 8) (508) (549) competition in Europe (mix/price/enrichment impact of Meeting. Q Net income 2,139 1,735 -€242 million). currency, and restructuring costs. Net income – non-controlling interest share 47 37 The contribution of Sales Financing to Group operating The contribution of associated companies came to €1,504 Net income – parent-company shareholders’ share 2,092 1,772 margin remained stable at €754 million, compared with million in 2012 (of which €1,234 million for Nissan), down (1) €761 million in 2011. The cost of risk totalled 0.38% of from €1,524 million in 2011. Earnings per share in € (note 9) 7.68 6.51 (1) the outstandings (up 0.15 points), after reaching a low Net income came to €1,735 million, compared with €2,139 Diluted earnings per share in € (note 9) 7.68 6.50 point last year. However, it remains below its historic million in 2011. The total includes a capital gain of €924 Number of shares outstanding (in thousands) (note 9) average, reflecting the continued good quality of the million from the disposal of A shares in AB Volvo in – for earnings per share 272,381 272,256 portfolio, despite the worsening economic and financial December. Net income, group share, was €1,772 million – for diluted earnings per share 272,381 272,393 environment in Europe. (€6.51 per share). (1) Net income – parent-company shareholders’ share divided by number of shares stated. Operating income was €122 million, after recognizing For the fourth consecutive year, Automotive had positive NB: the notes refer to the notes to the 2012 consolidated fi nancial statements in chapter 4-2 of the 2012 Registration Document. other negative operating income and expense items, which operational free cash flow. Despite falling sales and the totalled €607 million, mainly due to impairment charges negative impact on operating income, full-year free cash of several vehicle lines, the devaluation of the Iranian flow came to €597 million, mainly resulting from the RENAULT 2012 ANNUAL REPORT SHAREHOLDERS’ BOOK 58 / 59

CONSOLIDATED FINANCIAL POSITION CONSOLIDATED CASH FLOWS € million € million Assets 31/12/2011 31/12/2012 2011 2012

Non-current assets NET INCOME 2,139 1,735 Intangible assets (note 11-A) 3,718 3,482 Property, plant and equipment (note 11-B) 11,357 11,534 Cancellation of dividends received from unconsolidated listed investments (1) (22) (34) Investments in associates 15,991 15,562 Cancellation of income and expenses with no impact on cash -- – Nissan (note 13) 14,931 14,788 Depreciation, amortization and impairment 2,831 3,307 – Other associates (note 14) 1,060 774 Share in net (income) loss of associates (1,524) (1,504) Non-current fi nancial assets (note 22) 1,068 1,032 Deferred tax assets (note 8) 566 416 Other income and expenses with no impact on cash (note 26-A) (360) (788) Other non-current assets (note 18) 580 821 Dividends received from unlisted associates 5 3 Total non-current assets 33,280 32,847 Cash fl ow (2) 3,069 2,719 Dividends received from listed companies (3) 335 507 Current assets Net change in fi nancing for fi nal customers (1,206) (568) Inventories (note 15) 4,429 3,864 Net change in renewable dealer fi nancing (1,449) (896) Sales fi nancing receivables (note 16) 21,900 23,230 Automotive receivables (note 17) 1,275 1,144 Decrease (increase) in Sales Financing receivables (2,655) (1,464) Current fi nancial assets (note 22) 1,244 989 Bond issuance by Sales Financing (note 23-A) 5,160 3,509 Current tax assets 66 39 Bond redemption by Sales Financing (note 23-A) (2,528) (2,765) Other current assets (note 18) 2,068 2,121 Net change in other Sales Financing debts (149) (652) Cash and cash equivalents (note 22) 8,672 11,180 Net change in other securities and loans of Sales Financing 107 69 Total current assets 39,654 42,567 Net change in Sales Financing fi nancial assets and debts 2,590 1,327 TOTAL ASSETS 72,934 75,414 Change in capitalized leased vehicles (192) (210) Decrease (increase) in working capital (note 26-B) 206 997 Shareholders equity and liabilities 31/12/2011 31/12/2012 CASH FLOWS FROM OPERATING ACTIVITIES 3,353 3,876 Capital expenditure (note 26-C) (2,455) (2,847) Shareholders’ equity Disposals of property, plant and equipment and intangibles 239 162 Share capital 1,127 1,127 Acquisitions of investments with gain of control, net of cash acquired - 5 Share premium 3,785 3,785 Acquisitions of other investments, net of cash acquired (156) (112) Treasury shares (201) (201) Revaluation of fi nancial instruments (129) (36) Disposals of investments with loss of control, net of cash transferred - - Translation adjustment (155) (1 386) Disposals of other investments, net of cash transferred and other (4) -1,473 Reserves 17,567 19,159 Net decrease (increase) in other securities and loans of Automotive 38 240 Net income – parent-company shareholders’ share 2,092 1,772 CASH FLOWS FROM INVESTING ACTIVITIES (2,334) (1,569) Shareholders’ equity – parent-company shareholders’ share 24,086 24,292 Transactions with non-controlling interests (5) -91 Shareholders’ equity – non-controlling interest share 481 255 Dividends paid to parent-company shareholders (note 19-D) (88) (338) Total shareholders’ equity (note 19) 24,567 24,547 Dividends paid to non-controlling interests (66) (73) Non-current liabilities (Purchases) sales of treasury shares (56) - Deferred tax liabilities (note 8) 135 123 Cash fl ows with shareholders (210) (502) Provisions – long-term (note 20) 2,227 2,496 Bond issuance by Automotive (note 23-A) 712 1,952 Non-current fi nancial liabilities (note 23) 6,327 6,622 Bond redemption by Automotive (note 23-A) (941) (1,073) Other non-current liabilities (note 21) 724 844 Net increase (decrease) in other fi nancial liabilities of Automotive (1,911) (132) Total non-current liabilities 9,413 10,085 Net change in fi nancial liabilities of Automotive (2,140) (1,011) Current liabilities CASH FLOWS FROM FINANCING ACTIVITIES (2,350) (509) Provisions – short-term (note 20) 866 889 INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS (1,331) (2,816) Current fi nancial liabilities (note 23) 3,230 3,094 Cash and cash equivalents: opening balance 10,025 8,672 Sales fi nancing debt (note 23) 21,996 23,305 Increase (decrease) in cash and cash equivalents (1,331) (2,816) Suppliers 6,202 6,558 Effect of changes in exchange rate and other changes (22) (308) Current tax liabilities 126 131 Other current liabilities (note 22) 6,534 6,805 Cash and cash equivalents: closing balance 8,672 11,180 Total current liabilities 38,954 40,782 (1) Dividends received from Daimler (2) Cash fl ow does not include dividends received from listed companies. (3) Dividends from Daimler (€34 million), AB Volvo (€47 million) and Nissan (€426 million) in 2012. TOTAL SHAREHOLDERS’ EQUITY AND LIABILITIES 72,934 75,414 (4) AB Volvo shares were sold for €1,476 million in 2012. (5) Via capital increases or capital reductions and acquisitions of additional investments in controlled companies (note 2-J).

Details of interest received and paid by the Automotive segment are given in note 26-D. Current taxes paid by the Group are reported in note 8-A. Arman – Renault Accumulation – 1974 – Renault engine parts (cylinder heads) bolted onto painted wood - Renault Collection 67. 66. 62. RenaultSamsung Motors Dacia Renault

GROUP VEHICLE RANGES RENAULT 2012 ANNUAL REPORT RENAULT 62 / 63

RENAULT

PASSENGER Trafi c passenger van CARS EUROPE

Mégane Coupé Mégane Coupé Cabriolet

New Clio Also exists Kangoo in an Estate version

Twingo

Koleos

Laguna Coupé Also exists in Sedan and Estate versions

Scénic Espace Also exists in a Mégane Hatch Also exists in a Grand Scénic version Also exists in an Estate version Captur Grand Espace version RENAULT 2012 ANNUAL REPORT RENAULT 64 / 65

INTERNATIONAL LIGHT PASSENGER COMMERCIAL CARS VEHICLES

Sandero Stepway Also exists in a Sandero version

Logan Trafi c

Kangoo Express Compact Also exists in Kangoo Express Master and Express Maxi versions Also exists in a rear-wheel drive version Koleos Fluence

ELECTRIC Pulse Also exists in a sedan version (Scala) VEHICLES

ZOE

Latitude Kangoo Z.E.

Duster Talisman Fluence Z.E. Twizy RENAULT 2012 ANNUAL REPORT RSM 66 / 67

DACIA RSM

SM3

New Logan MCV

QM5 SM5

New Sandero

Duster New Sandero Stepway

Renault Group Corporate Communications: Florence de Goldfiem/ Written by: FRAKADOPUR & CO/ Design and production: / Photo credits: BERNIER Anthony, PONCET Georges/ ADAGP: Cover - ANDRIESSEN Harry/VAN DER VAART FOTOGRAFIE: p. 17 - ARTIFICIAL REALITY: p. 64 - AVTOVAZ: p.25 - BARASHKOV Alexey: p. 20 - BANET Olivier: p. 63 - BERNIER Anthony/Mundocom: p. 62, 63, 64, 66 - BROSSARD Yannick: p. 14, 23, 34, 40, 41, 42, 43 - BUHRER Rodolfo: p. 18, 19 - Communication MCA: p. 25 - COSTA Rafael: p. 64 - CROZES William: p. 63, 65 – CUGNY Claude: p. 63, 65 - DE BOURGIES Stéphane: p. 5, 6, 7 - DUMAS Dominique/Mundocom: p. 63 - FRANCIOSA Isabelle: p. 47 - GUNNERS Andrew/Getty: p. 45 - HARVEY Paul J.: p. 62 - JUERY Franck: p. 52 - LA ROCCA Antoine: p. 55 - LOKE Lodgy Atul/Panos-REA: p. 21, 22, 24 - MARTIN-GAMBIER Olivier: p. 18, 22, 57 - MEUNIER Denis/Publicis Events France: p. 15, 50 - MOUNOURY Jean- Christophe/Renault Design: p. 34, 35 - Pagecran: p. 25 - PERENOM Luc: p. 29, 31, 33, 37, 45, 49, 50, 54, 55 - PONCET Georges/ADAGP: p. 13, 27, 39, 51,60 - Renault Communication Sandouville: p. 50 - Renault Design: p.2, 26 - Renault Marketing 3D-Commerce: p. 12, 16,17, 38, 62, 63, 64, 65, 66 - Renault-Nissan: p. 24 - RSM Communication: p. 16, 67 - SCHOEHUYS Robert: p. 16 - STROPPA Philippe/Studio Pons: p. 49. All rights reserved.

Renault has selected paper comprising 60% recycled fibre and 40% FSC fibre from sustainably managed forests. Printed by Dokker New Logan SM7 Jouve. FSC and Imprim’vert certifi ed, refl ecting the Group’s environmental commitment.