Committed to gender equality and diversity

Renault’s executive bench is rapidly becoming more diverse as the automaker broadens its geographic base. Renault counts 15 nationalities among its key global executive positions, including French, Spanish, Japanese, Brazilian and German executives.

Nissan continues to have one of the most diverse teams at the corporate officer level in Japan and among global automakers. Forty-eight percent of the top 100 positions are held by foreign-born executives from 15 countries, including France, Australia, Brazil, Canada, China, India, Italy, Netherlands, Spain, South Africa, United Kingdom, United States, Ireland, Argentina and Poland.

“The Renault-Nissan Alliance hires and promotes people based on talent and proven performance – not based on gender, country of origin or other factors,” Alliance Chairman and CEO Carlos Ghosn said. “We’re creating the auto industry’s most diverse car group, a place that welcomes high achievers and embraces diversity at every level.”

The Alliance maintains its “Premium Partner” status at the Women’s Forum, which it has supported since 2006. On Thursday afternoon, the Alliance will host an exclusive interactive session with Michèle Mouton, the first woman to win a round of the FIA World Rally Championship and the current president of the FIA Women in Motor Sport Commission.

For a high-resolution photo related to the press release, go to the Alliance blog: http://blog.alliance-renault-nissan.com

MEDIA CONTACT

Mia Nielsen
+33 (0)1 76 87 12 33
+33 (0)6 10 83 31 33
mia.nielsen@renault.com

ABOUT THE RENAULT-NISSAN ALLIANCE

The Renault-Nissan Alliance is a strategic partnership between Paris-based Renault and Yokohama, Japan-based Nissan, which sell one in 10 cars worldwide. Renault and Nissan have been strategic partners since 1999 and sold 8.03 million cars in nearly 200 countries in 2011. Since its founding 13 years ago, the cross-cultural Renault-Nissan Alliance has expanded significantly, particularly into emerging markets.

Текст 3

RESS RELEASE

February 13, 2014

RENAULT DRIVE THE CHANGE

RENAULT ACHIEVES ITS FREE CASH FLOW OBJECTIVE AND IS READY TO ACCELERATE ITS GROWTH PLAN

· Renault exceeded its 2011-2013 objective and delivered € 2.5 billion in cumulative free cash flow.

· The group has set new ambitious yet realistic targets to be reached by the end of the plan “Drive the Change” to be measured in 2017:

- To generate 50 billion1 euros in consolidated turnover

- To reach an operating margin greater than 5% of turnover with a positive free cash flow each year

“Our strategy laid out in the first part of our plan Drive the Change has delivered results. Thanks to these achievements, the Renault group is well prepared to deploy a second ambitious, yet realistic phase of the plan”, said Carlos Ghosn, Chairman and CEO of Renault.

Achievements

o Success of new Renault and Dacia models

The renewal of the Renault model line-up is off to a strong start: New Clio is number 1 in France and number 3 in Europe. Captur is the leading-selling cross-over in France and segment leader in Europe. Pioneering in zeroemission mobility, Renault delivered its commitment to launch a comprehensive range of electric vehicles.

o A better balanced geographic footprint

_ The Renault group increased its market share outside Europe. The mix of non-European sales increased from 38% in 2010 to 50% in 2013. Brazil and Russia became respectively the second and third largest markets for the company. Led by Duster, the company’s most-sold vehicle in 2013, the unique M0 range has been the driving force behind the strong growth in emerging markets.

Action plans

o A sustained renewal and expansion of the product line-up

_ The Renault group is going to accelerate the renewal and expansion of its product line-up starting in the fall of 2014 with the launch of an all-new Twingo and Trafic van. These will be followed by the successors of Espace, Megane, Scenic and a new D sedan which will all share the new alliance 3 million CMF C-D platform.

_ Simultaneously, the group is going to extend its market coverage with a complete line-up of cross-over vehicles, an A-entry vehicle designed for India and South America as well as new pick-up trucks for emerging markets.

o International expansion and renewed growth in Europe

_ Following a successful first phase, the group is aiming at capturing more than 8% market share in Brazil and Russia and 5% in India.

China will become a top priority in the coming years with the construction of a new plant in Wuhan with an initial capacity of 150,000 units, designed to produce C and D segment cross-overs.

_ In Europe, Renault is aiming at recapturing second place among the mass-market brands with a renewed line-up of connected, user-friendly and environmentally responsible vehicles. At the same time, the Dacia brand will sustain its undisputed leadership in its category.

o Improved competitiveness

_ The Renault group will enjoy the benefits of scale and improved competitiveness as a result of sharing alliance platforms and modules (CMF) on which more than 80% of future vehicles will be based. Standardized modules will account for two thirds of the value of future vehicles, up from one third today.

_ The localization of parts and components will increase in order to make better use of the company’s global manufacturing footprint and contain costs.

_ During the period, the company will also benefit from the effects of the competitiveness plans signed in France and Spain as well as manufacturing vehicles for partners.

_ By completion of the plan, the group will reach a capacity utilization rate of 100% in Europe (based on 2 shifts/day standard definition).

o Alliance synergies

_ Increase synergies from the Alliance will contribute to improving Renault’s profitability. The convergence projects recently announced in purchasing, engineering, manufacturing and supply chain, and human resources will generate a minimum of € 4.3 billion by the end of 2016.

o Cost containment

_ The strategy of sharing costs across the Alliance and with partners will allow Renault to sustain a high level of upstream development, while maintaining a ratio of R&D and CAPEX below 9% of group turnover.

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