Renault Sa · EURONEXT:RNO
Renault Sa — Investor Day (January 2021)
82 slides from Renault Sa's investor day presentation, Jan 14, 2021
Slide 1: Strategic Plan Renault Group 2020-2025+
STRATEGIC PLAN RENAULT GROUP 2020-2025+ GROUPE RENAULT
Slide 2: The Introduction
THE INTRODUCTION GUIDE TO THE _/~ | ©0UPE RENAULT
Slide 3: Guide to the strategic plan
AGNOSTIC FROM VOLUME TO VALUE THE FUNCTIONS PUSH HE BRANDS PULL NEW BEGINNING ———__ A, _| sroure RENAULT A. | Ga0uPe RENAULT
Slide 4: Diagnostic
146 Jahaehea bs teshonestthl Ay | GROUPE RENAULT. ————— A. | Ga0uPe RENAULT
Slide 5: Solid strengths to build on
] SOLID STRENGTHS TO BUILD ON | European leader in EV | Budget segment expertise | RCi bank & services EV sales in Europe, since start of sales, Group Global Access vs as of Q3 2020, Ku mainstream competitors >10% Best-in-class profitability Sq 325 Variable costs advantage ’ YM YM "Uiwjjj“~yn WHVA W
Slide 6: With the Alliance in the top league
] WITH THE ALLIANCE IN THE TOP LEAGUE >€100B purchasing volume Alliance Purchasing Organization owes ~€35B trades within Alliance over last 4 years = ~1Mu EVs per year on 2 platforms by 2025(e), CMF-B & CMF-EV | ~- > Source: Groupe Renault, value for year 2019 unless stated otherwise A 62005 RENAULT
Slide 7: Volume strategy did not yield expected results
] VOLUME STRATEGY DID NOT YIELD EXPECTED RESULTS | Volumes below target... | ... implied over-sizing... | ... harming Group performance Volumes, Mu 5.0 Y +65% _ -50Y ayn 4 3.6 Vidi be R&D CapEx increase ROCE* 2015-2019 2019 vs 2015 vs +15% industry average (e) Y GG}, y, 4c DRIVE ZFUTURE 2019 Manufac
Slide 8: Growing wider, not better
] GROWING WIDER, NOT BETTER aad Europe: ~75% of profits in 30 countries (~50% of volumes) International: ~25% of profits in 100+ countries (~50% of volumes) Source: Groupe Renault, 2019 AS | GoUPe RENAULT DIAGNOSTIC | 8
Slide 9: Globalization leading to excessive diversity
] GLOBALIZATION LEADING TO EXCESSIVE DIVERSITY | 40% region-specific, subscale, models | Excessive parts diversity Group line-up, 2019 Number of parts at assembly line, 2019 +20% Region-specific models 40% ———— 41 Ku/ model Core-range ey models 60% 114 Ku / model A.DRDIOK 2019 Benchmark nour. RENAUL
Slide 10: Lack of consistency across brands and markets
] LACK OF CONSISTENCY ACROSS BRANDS AND MARKETS | Average transaction price | Sales distribution by price range 2018, €k, selected competitors Europe top-5 countries, 2019 22 . 22 catia DOW oo een ec Y 16 Y GZ rereerene Y, ) y ‘ ont 12 ZY Y ee ceun ” abd aedgsa Yvaaea >€42k INCONSISTENT POSITIONING
Slide 11: Unfavorable product & sales mix
] UNFAVORABLE PRODUCT & SALES MIX | Overweight on B-segment... | .. VS benchmark | Addressing limited profit pool Group sales by segment, 2010-2019 Benchmark sales by segment, 2010-2019(e) (C-SEGMENT B-SEGMENT C-SEGMENT B-SEGMENT Source: Groupe Renault, IHS Note: Passenger Vehicles only, including V
Slide 12: Confidential C
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Slide 13: Fix, transform, leapfrog
FIX, TRANSFORM, LEAPFROG Focus on margin & cash q New products, stronger brands E Leading mobility & tech player Source: Groupe Renault aw | RENAULT FROM VOLUME TO VALUE | 13
Slide 14: Clear path to turnaround
CLEAR PATH TO TURNAROUND AMBITION 2025(e) CASH GENERATION ~€3B AUTO OPERATIONAL FCF CUMULATED 2021-23 INVESTMENTS 8-9% R&D CAPEX / REVENUE | ON AVERAGE OVER 2021-23 PROFITABILITY 23% GROUP OPERATING MARGIN IN 2023 COMMITMENT 2023(e) CAUTIOUS VOLUME & MARKETS ASSUMPTIONS POTENTIAL UPSIDE FROM PARTNER
Slide 15: Reprogramming a complex operating system...
] REPROGRAMMING A COMPLEX OPERATING SYSTEM... Multi-layer, 4-dimensional matrix Diluted brands Lack of customer focus | Scattered responsibilities Source: Groupe Renault Ax | GROUPE RENAULT FROM VOLUME TO VALUE | 15
Slide 16: ...to focus on value creation
... TO FOCUS ON VALUE CREATION Margin, ROCE, Brands Customer satisfaction Engineering Cost, Time, Performance Other Enablers functions Alliance Joint approach on high-impact projects Source: Groupe Renault Ax | GROUPE RENAULT FROM VOLUME TO VALUE | 16
Slide 17: New Beginning
NEW BEGINI —— A _| Groupe renauur LA. | onoure RENAULT
Slide 18: Engineering revolution, industry benchmark in 2022
| ENGINEERING REVOLUTION, INDUSTRY BENCHMARK IN 2022 : —ENGINEERING— “| : es : \ ¥ \ GS) : y o o ®@ EFFICIENCY SPEED VALUE : ‘ = Source: Groupe Renault _A~. | GROUPE RENAULT THE FUNCTIONS PUSH | 18
Slide 19: Pushing engineering efficiency to the next level
] PUSHING ENGINEERING EFFICIENCY TO THE NEXT LEVEL | On track to deliver ambitious targets’ by 2022(e)... i ... leveraging innovative engineering re) : Digitized (0) G&A reduction engineering 40 of, Prototype cost (0) decrease 1 2% Engineering rate2 0] optimisation 100% new projects in Agile Early s
Slide 20: Developing cars faster than ever
] DEVELOPING CARS FASTER THAN EVER | New car on existing platform developed in <3 years... Number of weeks ee ddlLlltti‘i(‘épégQ Start 1st yi 2nd y 314 ye Amy Source: Groupe Renault Note: Downstream phase-oniy _A~. | GROUPE RENAULT THE FUNCTIONS PUSH | 20
Slide 21: 80% of Group volumes on Alliance platforms
] 80% OF GROUP VOLUMES ON 3 ALLIANCE PLATFORMS Alliance yearly volumes, 2025(e) ~3Mu | ~3Mu | ~0.7Mu | Ax | GROUPE RENAULT THE FUNCTIONS PUSH | 21 Sout pe Renault Note: Passenger Cars only; Volumes depending on market conditions
Slide 22: Regulation-related variable costs on the hike
] REGULATION-RELATED VARIABLE COSTS ON THE HIKE | Powertrain average cost index TE _E6a-Temp Euroé¢ Euro6b Il Euro 5 Average incl. EV i Sree a. powertrain r U Turbo, Particulate i Hae filter direct injection 2013 2015 2017 2019 2021(e) 2023(e) Source: Groupe Renault Note: Full EV powertrain includin
Slide 23: Rationalizing powertrains down to core families
] RATIONALIZING POWERTRAINS DOWN TO 4 CORE FAMILIES | 2020 | Target 2025+ 1EV 1 Gasoline xEV i 2EV&Hp> «Low (HEV & PHEV) i > | Modular mid + high 3 Diesel » Low core : core » Mid ope + H Ar High families > ese, families 3 Gasoline » Low ° Mid * High 1 Gasoline modular hybrid (mHEV, HEV, PHEV) | Powe
Slide 24: Compliant and increasingly profitable tech portfolio
] COMPLIANT AND INCREASINGLY PROFITABLE TECH PORTFOLIO | Margin contribution of Renault-branded B-segment cars by powertrain, € FULL ELECTRIC HYBRID COMBUSTION ENGINE 2020 2021(e) 2022(e) 2023(e) Source: Groupe Renault | Note: Margin contribution = margin on variable cost _A~ | GROUPE RENAULT All te
Slide 25: Leveraging Alliance & partnerships
] LEVERAGING ALLIANCE & PARTNERSHIPS ALLIANCE PLATFORMS © 7 CONNECTED SERVICES 4 G £ * penautr » 80% of Renault Group volumes on 3 modular platforms » Unprecedented >6Mu volume for 3 platforms « Partnership with world leader in connectivity » Al-powered onboard experience » Cars that get better ever
Slide 26: Remaining benchmark for manufacturing efficiency
] REMAINING BENCHMARK FOR MANUFACTURING EFFICIENCY | Manufacturing costs per vehicle sold, including depreciation, base 100 in 2019 Vehicles sold in Europe 104 y 1 Oo a ~80 _ Driven by cost-competitiveness Right-sized activities & Wy & intra-site performance optimized utilization rates Next best GRO
Slide 27: Right-sizing industrial capacities
] RIGHT-SIZING INDUSTRIAL CAPACITIES >120% Global plant ~90% utilization rate ~10% Global capacity 3.9Mu 3.6Mu 3.1Mu 2020(e) 2021(e) 2022(e) 2023(e) 2024(e) 2025(e) Noes Group, including VAZ & China, capacity at year end, Harbour, 5 days x 2 shifts as | GROUPE RENAULT THE FUNCTIONS PUSH | 27
Slide 28: Making global footprint a strength
] MAKING GLOBAL FOOTPRINT A STRENGTH O Vehicle manufacturing plants Engineering/Design centers Group's current assets outside of France >130k employees 7 centers of Engineering/Design 16 vehicle production sites Optimize S Strengthen Synergize India, LatAm, South Korea Morocco, Romania, Spain, Turke
Slide 29: Accelerating delivery of fixed costs savings
] ACCELERATING DELIVERY OF FIXED COSTS SAVINGS FOCUS ON ENGINEERING > Source: Groupe Renault - Without inflation impact wifi | GROUPE RENAULT THE FUNCTIONS PUSH | 29
Slide 30: Pushing further fixed cost savings
j PUSHING FURTHER FIXED COST SAVINGS an HO RBH 2022 PLAN ACCELERATED FOCUS ON BUSINESS SCOPE 4 Source: Groupe Renault - Without inflation impact wifi | GROUPE RENAULT THE FUNCTIONS PUSH | 30
Slide 31: Sustaining fixed cost effort beyond 2023
j SUSTAINING FIXED COST EFFORT BEYOND 2023 Claes Ex 2022 PLAN ACCELERATED SAVINGS PUSHED FURTHER TO Including ~€0.3B cost variabilization _A~. | GROUPE RENAULT Source: Groupe Renault - Without inflation impact FOCUS ON MANUFACTURING FOOTPRINT RIGHT-SIZING Lp THE FUNCTIONS PUSH | 31
Slide 32: Extraordinary efforts on variable costs
] EXTRAORDINARY EFFORTS ON VARIABLE COSTS | Transformation starting now 5 | Reinvented supplier relationships = Design-to-value development » Variable costs performance Front loaded, Fixed budget envelopes for projects : 2021-2023(e)' Source: Groupe Renault A. | GROUPE RENAULT THE FUNCTIONS PUSH | 3
Slide 33: Net revenue increase & cost efforts driving profitability
] NET REVENUE INCREASE & COST EFFORTS DRIVING PROFITABILITY | contribution margin, €, 2025(e) vs 2020 Base 100 Ref. contribution margin 2020 _ sf irate icaaterne nee 2020 Model mix Enrichment Variable costs Net revenue 2025 (e) performance increase arate i z Variable costs evolution © New brand posi
Slide 34: Building up Group's resilience
] BUILDING UP GROUP'S RESILIENCE | cash breakeven 2019 2020(e) 2021(e) 2022(e) 2023(e) 2024(e) 2025(e) Source: Groupe Renault Note: cash breakeven (without RCi dividend, WCR change & restructuring), _A~. | GROUPE RENAULT THE FUNCTIONS PUSH | 34 excluding VAZ & China JVs
Slide 35: Profitable and rebalanced portfolio
] PROFITABLE AND REBALANCED PORTFOLIO | Nb of new models launched by 202512 |.. of Group's contribution margin in €' Se. 2019 2025(e) & Sport Udell Vind In C/D segments Electric Vehicles launched 8-99 Launches by 2025 LCV qumeEemywws + a copes ave Electric Electrified 7 Others ZZ Source: Groupe Rena
Slide 36: Transformation already started in 2020
] TRANSFORMATION ALREADY STARTED IN 2020 Turnaround team focused on Well ahead of schedule cash, revenue & costs optimization to deliver 2022 cost savings 7 vehicle programs stopped, Q. +5.5pts impact on revenue 8 new programs decided QO 5 of new pricing policy in Q3 2020 Source: Groupe Renault wifi
Slide 37: The Brands Pull
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Slide 38: From overlapping brands...
_ FROM OVERLAPPING BRANDS... CORE AUTO INDUSTRY BUDGET H MAINSTREAM } UPPER MAINSTREAM Source: Groupe Renault Ax | GROUPE RENAULT THE BRANDS PULL | 38
Slide 39: ...to clear, differentiated territories...
... TO CLEAR, DIFFERENTIATED TERRITORIES... Source: Groupe Renault CORE AUTO INDUSTRY BUDGET H MODERN MAINSTREAM : EARLY ADOPTERS ALPINE vw vw 7 CONTEMPORARY MODERN AVANT-GARDE ) LOW CO; ICE @ EV + HYBRID CORE TECH @ FULL EV Ax | GROUPE RENAULT THE BRANDS PULL | 39
Slide 40: ...and new businesses beyond traditional core auto
... AND NEW BUSINESSES BEYOND TRADITIONAL CORE AUTO CORE AUTO INDUSTRY BUDGET H MODERN MAINSTREAM : EARLY ADOPTERS ALPINE 0 RENAULT 2) NEW SERVICES PURPOSED-DESIGN VEHICLES Source: Groupe Renautt : RENAULT THE BRANDS PULL | 40
Slide 41: Brands, value propositions
j 4 BRANDS, 4 VALUE PROPOSITIONS ~~ mAGIA LA NOUVELLE VAGUE TOUT. SIMPLEMENT ALPINE M@4BILIZE AVANT-GARDE BEYOND AUTO Source: Groupe Renault wifi | GROUPE RENAULT THE BRANDS PULL | 41
Slide 42: Renault: La Nouvelle Vague
( RENAULT ™\_LA NOUVELLE VAGUE Ax. | GROUPE
Slide 43: La Nouvelle Vague: modernity in the auto industry
LA NOUVELLE VAGUE: MODERNITY IN THE AUTO INDUSTRY te) Ee) ENERGY TECH SERVICES Electro Pole Renault Software Factory Native connected services H; Joint venture Software République REfactory
Slide 44: Our key strategic assets to lead energy transition
OUR 3 KEY STRATEGIC ASSETS TO LEAD ENERGY TRANSITION GROUPE
Slide 45: Target: sustaining European leadership in EV and hybrid
TARGET: SUSTAINING EUROPEAN LEADERSHIP IN EV AND HYBRID BEV IN SALES MIX HYBRID IN SALES MIX TARGETING GREENEST MIX IN EUROPEAN MARKET UP TO +40% OF LAUNCHES EV vs ICE MARGIN WILL BE BEVs CONTRIBUTION (€) Source: Groupe Renault, includes reference to LMC Note: Sales mix including LCVs; BEV = Battery
Slide 46: From software developer to ecosystem assembler
FROM SOFTWARE DEVELOPER TO ECOSYSTEM ASSEMBLER SOVEREIGNTY FOR SOFTWARE RENAULT DIGITAL SOFTWARE FACTORY RENAULT DIGITAL SOFTWARE LAB >1,000 ENGINEERS DEVELOPING SOFTWARE PLATFORMS Source: Groupe Renault SOFTWARE REPUBLIQUE <OUNDING i ys ates DS G7 orange nN)" a TECH CATALYST 3 TO CREATE 5 meg THE S
Slide 47: Best native off- & on-board experience
BEST NATIVE OFF- & ON-BOARD EXPERIENCE — OFF-BOARD: MY RENAULT, MY DIGITAL TWIN ——— YOUR RENAULT WILL BECOME BETTER EVERYDAY MY Smart mobility companion RENAULT | Connected living, home & vehicle — ON-BOARD: GOOGLE AUTOMOTIVE SERVICES (GAS) — © © | AI-POWERED CAR THAT In-vehicle Embedded Most used a
Slide 48: Breaking consumeristic cycle, extracting value from lifecycle
BREAKING CONSUMERISTIC CYCLE, EXTRACTING VALUE FROM LIFECYCLE — a Used car ofl Battery Regenerationitactoty, & Pile repurposing/recycling ry py y (Oe WR oa ye 1" / Oe ff. / | / > *, a * i Sn Dy a _ Ren... NEGATIVE eS y 1% - gt Station Flins Parts & raw materials (Incubator and R&D hub for circular e
Slide 49: Reconquering the C-seg while defending B-seg leadership
RECONQUERING THE C-SEG WHILE DEFENDING B-SEG LEADERSHIP 100% ELECTRIFIED RANGE IN EUROPE, BEV’ COVERING 80% OF DEMAND, TO FOCUS ON VALUE 45% OF BRAND'S SALES IN C/D-SEG IN 2025(e) IN EUROPE? 7 MODELS LAUNCHED IN C/D-SEG BY 2025 IN EUROPE Le WY Renault core xia Renault International 4 100% EV GROUPE
Slide 50: La Nouvelle Vague: from volume to value
LA NOUVELLE VAGUE: FROM VOLUME TO VALUE AVERAGE TRANSACTION PRICE EVOLUTION, RENAULT VS BEST-IN-CLASS BENCHMARK, €k REnovation >27 RE A BETTER PRODUCTS sae ye H LEADING ELECTRIFICATION Current benchmark i H AND LIFETIME VALUE 23.6 : : e : H BETTER SEGMENT MIX ma : H RECONQUERING C-SEGMENT : H & DEFE
Slide 51: Staying global, aiming all markets to be profitable by 2023(e)
STAYING GLOBAL, AIMING ALL MARKETS TO BE PROFITABLE BY 2023(E) Focus on profitable Strengthen position, Reinvent segments & channels optimize distribution business model India, LatAm, Russia, South Korea Europe, Morocco, Turkey China Source: Groupe Renautt A | RENAULT RENAULT | 51
Slide 52: La Nouvelle Vague pillars of modernity at the core
( RENAULT La NOUVELLE VAGUE 3 PILLARS OF MODERNITY AT THE CORE ENERGY, TECH & SERVICES DOUBLE-DOWN ON ELECTRIFICATION PROFITABLE EV LEADER HIGH-TECH CATALYST Al, DATA & SOFTWARE ECOSYSTEM REVAMPED LINEUP C-SEGMENT OFFENSIVE & BRAND UPLIFTING LIFECYCLE SERVICES LEARNING & RE-GENERATED CARS MOVE FROM
Slide 53: Dacia & Lada: Tout. Simplement
NGA. TOUT. SIMPLEMENT
Slide 54: Dacia & Lada: an incredibly profitable business model
; DACIA & LADA: AN INCREDIBLY PROFITABLE BUSINESS MODEL Unbeatable labor cost, Lean distribution model, Design-to-cost plant utilization ratio >90% low discount >10% VARIABLE COST ADVANTAGE VS COMPETITORS / BESTVALUEFORMONEY / 85% RETAIL —* pe Source: Groupe Renautt _A~. | GROUPE RENAULT DACIA& LADA
Slide 55: Real people's choice
REAL PEOPLE'S CHOICE LADA GRANTA 0: 5M) #2 INTHE RUSSIA MARKET. ARS SOLD r ‘CARS SOLD DUSTER "sy : ~ 1ST LOW-COST 1.8M) #1 suvsoLp To RETAIL CAR LAUNCHED css/ CLIENTS (IN. EUROPE #1CAR SOLD TO RETAIL CLIENTS IN EUROPE Source: Groupe Renault Note: Figures by end of year 2019, since start of sales of
Slide 56: One business unit to foster synergies
ONE BUSINESS UNIT TO FOSTER SYNERGIES es Sy isan PLATFORM Sr eter PF-Granta PF-Vesta PF-4x4 RENAULT CMF-B FEATURING LPG & ETECH >1 MILLION UNITS" DACIA&LADA | 56
Slide 57: Breaking glass ceiling to C-segment
BREAKING GLASS CEILING TO C-SEGMENT ALL|INEW _A~. | GROUPE RENAULT ADDRESSABLE PROFIT POOL INCREASE? FROM €3B 10 €5B 2020 Vs 2025(e) 100%: 4 Elecgtic Vehicle DACIA&LADA | 57
Slide 58: Dacia & Lada summary
DACIA. TO LL-WEATHER EFFICIENT BUSINESS MODEL: “= 210% VARIABLE COST ADVANTAGE - LEVERAGING GROUP TECH ASSETS FOR CAFE COMPETITIVENESS FURTHER BOOSTED BY NEW BUSINESS UNIT - FROM 4 PLATFORMS TO 1 - FROM 18 BODY-TYPES TO 11 REINFORCED BRAND IDENTITIES: - DACIA: OUTDOORSY WITH A-TOUCH OF COOLNESS - LA
Slide 59: Alpine: Avant-Garde
ALPINE AVAN I-GARDE
Slide 60: From scattered to one dedicated business unit
FROM SCAT FL ED BUSINESS UNIT A >300 RENAULT ENGINEERS MANUFACTURING >1,000 ENGINEERS FFD FORMULA 1 ENGINEERING PRODUCTION Source: Groupe Renault MEDIA EXPOSURE ENGINEERING PRODUCTION BR a aS ES = a A ©) © == => GD = = = = — = S ND RENAULT MEDIA EXPOSURE ALPINE | 60
Slide 61: Leveraging Group assets
ERAGING GROUP ASS FINANCIAL SERVICES PRODUCTION PLANTS | 11K DEALERS Source: Groupe Renault RENAULT ALPINE | 61
Slide 62: Leaning on F1 tech to multiply value
EANING ON F LEADING-EDGE ENERGY MANAGEMENT SYSTEM + ADVANCED MATERIALS + V2G / ENERGY TRADING Source: Groupe Renault ECH TO MULTIPLY VALU HIGH-FREQUENCY DATA EXCHANGE CAPABILITIES + FAST RESPONSE SAFETY SYSTEMS + HIGH-SPEED CONNECTIVITY RENAULT Al-POWERED DATA ANALYSIS & PROCESSING + REAL-TIME PATTE
Slide 63: Electric sports car lineup
ELECTRIC 1. hy ALLIANCE CMF-B ALLIANCE CMF-EV PARTNERSHIP WITH PLATFORM PLATFORM TOP-NOTCH PLAYER SG ALREADY AVAILABLE Source: Groupe Renault RENAULT ALPINE | 63
Slide 64: Dream garage for the weekend
EAM GARAGE FOR THE WEEKEND RENAULT ALPINE | 64
Slide 65: Alpine: Avant-Garde, profitable by 2025
= AVANT-GARDE — Source: Groupe Renault HIGH-TECH AND CRAFTSMANSHIP EXCLUSIVE AUTHENTIC BRAND 100% ELECTRIC HIGH-PERFORMANCE VEHICLES PROFITABLE BY 2025 (ALL-IN, INCLUDING INVESTMENTS IN MOTORSPORT) RENAULT ALPINE 65
Slide 66: Mobilize: Beyond Automotive
| ae M@BILIZE BEYOND AUTOMOTIVE
Slide 67: Gap between usage and cost; asset value decrease; environmental concerns
GAP BETWEEN USAGE AND COST FAST ASSET VALUE DECREASE ENVIRONMENTAL CONCERNS a3 w 90% 50% OF THE TIME VALUE DROPS OF CO, EUROPE EMISSIONS CARS STAY UNUSED AFTER 3 YEARS FROM AUTO INDUSTRY 1 re ra ault, EEA, FIA 2 RENAULT MOBILIZE | 67 try contrib CO, emissions in Europe
Slide 68: Future is: revenue pools in Europe
FUTURE Is: Revenue pools in Europe 2019 (e) €200B 2030 (e) €350B *<15B €12B Subscription Infrastructure management Data monetization Car sharing Energy supply Sservices Gonnectedservices Ride-hailing & taxis Battery 2"4 life & recycling On-demanda,transit Goods delivery Source: Groupe Renault RENAUL
Slide 69: Our assets leveraged by a dedicated business unit
OUR ASSETS... 3 : — — ¥ ... LEVERAGED BY A DEDICATED BUSINESS UNIT Mobility services Energy Data & other services services Dedicated Renault Engineering Venture & Design Capital Ror BANK Source: Groupe Renault a RENAULT MOBILIZE | 69
Slide 70: Unlocking the trade-off between access and profitability
UNLOCKING THE TRADE-OFF BETWEEN ACCESS AND PROFITABILITY PURPOSE-DESIGNED 2N0) LIFE ADVANCED FINANCING VEHICLES TCO OPTIMIZATION TECHNOLOGIES ARM DEDICATED FLINS SOFTWARE RCi ENGINEERING RE-FACTORY REPUBLIQUE Software co-developed with partners to better predict demand & dispatch vehicles Durable ve
Slide 71: Our car(d)s to play the game
OUR CAR(D)S TO PLAY THE GAME THE JACK OF THE ACE ALL TRADES
Slide 72: Mobilize: a unique model within automotive industry
MOBILIZE: A UNIQUE MODEL WITHIN AUTOMOTIVE INDUSTRY Source: Groupe Renault MOBILITY TURNKEY SOLUTIONS ASSEMBLER ENERGY MANAGEMENT, ENERGY & CIRCULAR ECONOMY PLAYER SECURITY AND DATA MONETIZATION OPERATOR RENAULT =—_ / ( BRIDGING THE‘GAP ) BETWEEN USAGE AND COST _/ _X ) OVER LIFETIME MAXIMIZING ASSET
Slide 73: A New Beginning
WMA : FAGNOS ROM VO HE FUNC vasa Y f Sh : HE BRAN _/A.. | GROUPE RENAULT
Slide 74: Betting on value rather than volumes
] BETTING ON VALUE RATHER THAN VOLUMES l Main levers for margin improvement, cumulated 2021-2023(e) Incl. covID partial recovery Market Source: Groupe Renault Uc tne Comers Y Zi, Risks, external factors Volumes & non-recurring COVID & Partners cost reduction __ Deffered P&L savings Cost Mix/ Price /
Slide 75: Reaching sustainable cash generation
] REACHING SUSTAINABLE CASH GENERATION | Automotive Operational FCF*, cumulated 2021-2023(e), €M Cash flow Investments WCR Restructuring Source: Groupe Renault * Excluding Buy-Back impacts, including RCi dividends as | GROUPE RENAULT ANEW BEGINNING | 75
Slide 76: Wisely leveraging invested assets
] WISELY LEVERAGING INVESTED ASSETS | R&D and Capex | ROCE* In % of revenues itt) > 2 2 8 &B A 8 & BA = a zs zs Sec eoueeo ¢ Ss So © & So So m ae N SS N& A A A NR KR A a a a g & aq —_— i ——- pe a RR LTE 2 R&D spend €18 Bn €14Bn Source: Groupe Renault Auto Operating Profit (incl VAZ)+(1-average tax r
Slide 77: Resurrection! Auto division liquidity reserves
] RESURRECTION! AUTO DIVISION LIQUIDITY RESERVES 3 1 6 8 B (2020-06-30) e nN | REDEMPTION SCHEDULE! 2020-2025 - RENAULT SA Bonds, Banks & assimilated, excluding CP & redeemable shares (in million euros, at 2020-06-30) 2020-202 52 LIQUIDITY RESERVES ae >20% OF REVENUES EVERY YEAR 2,000 --- H2 2020 20
Slide 78: Clear path to turnaround
CLEAR PATH TO TURNAROUND PROFITABILITY ROCE Dem 625% «€=6fs (sé 6B Cis + 15 pts GROUP OPERATING MARGIN | AUTO OPERATIONAL FCF | VS 2019 IN 2025 | CUMULATED 2021-2025 CAUTIOUS VOLUME ASSUMPTIONS POTENTIAL UPSIDE FROM PARTNERS NOT EMBEDDED Source: Groupe Renault Auto operational FCF = cash flows after
Slide 79: From profitable carmaker integrating tech...
FROM PROFITABLE CARMAKER4NTEGRATING TECH... BY 2025 | Se RENAULT z >ACIA | LADA ALPINE ~ 2025 Yeas fo) M@BILIZE GROUPE Focus on value RENAULT S& Se x) @ New value-driven organization @ 24new models, 10+ EVs launched : Product efficiency e EVs' contribution margin per unit > ICE §-3-Alliance platform
Slide 80: ...to driverless mobility
| DRIVERLESS MOBILITY ALPINE RENAULT M@BILIZE >ACIA | LADA PEOPLE Y & Goops }——® Me —4-2N0-TO-END ley ® LIFE MANAGEMENT MOBILITY Source: Groupe Renault _A.. | GROUPE RENAULT ANEW BEGINNING | 80
Slide 81: Disclaimer
DISCLAIMER Information contained within this document may contain forward looking statements. Although the Company considers that such information and statements are based on reasonable assumptions taken on the date of this report, due to their nature, they can be risky and uncertain (as described i
Slide 82: Confidential C
Confidential C