2015 ANNUAL REPORT

01  Group proﬁle
  02  Interview with Carlos Ghosn
  04  Group Executive Committee
  06  Key ﬁgures in 2015
  08  Three complementary brands
  10  Highlights in 2015
  11  Launches in 2015
Shareholder handbook
86 Corporate governance
88 The Board of Directors and its specialized committees
89 Groupe Renault and its shareholders
90 Financial results in 2015
94 Extra-ﬁnancial indicators
96 Sustainable ratings and indexes
1
as in…
World’s leading French automotive brand  
p. 14
2
as in…
Europe’s No. 2 automotive brand 
p. 30
for tomorrow
p. 54
as in…
World’s third biggest automotive group 
with the Alliance p. 42
3
Ready...
18  A dynamic international development strategy  - 20  Stepping up the game in China  - 
22  Outlook for India: launch of Kwid - 23  Brazil and Russia: key markets - 24  Renault 
LCV becomes a global player - 26  Groupe Renault worldwide - 28  Formula 1: Renault 
pursues its commitment - 29  Formula E: Renault the leader in all-electric motorsport
34  Europe: reinforcing our positions - 36  An unprecedented product offensive - 
38  Transformed plants and a connected sales network - 39  Dacia, a decade 
of success - 40  Europe: strengths of Groupe Renault - 41  Renault redeﬁnes 
the MPV with New Scénic
46  From French company to global automotive group - 48  The Renault-Nissan 
Alliance: from projects to practical initiatives - 52  Working for a unique Alliance
58  The vehicle of tomorrow according to Renault - 60  Electric vehicles for today... 
and tomorrow 
One group, 3 ambitions

2015 CSR REPORT
P.64
67  EDITORIAL
68   DISCUSSION BETWEEN MARY CRASS
AND PHILIPPE SCHULZ
69  HIGHLIGHTS IN 2015
70  KEY FIGURES IN 2015
71  ETHICS AND CYBERSECURITY
72  RENAULT, OFFICIAL PARTNER OF COP21 
73   THE SOCIAL RESPONSIBILITY
OF THE AUTOMOTIVE INDUSTRY
74  ENVIRONMENTAL OBJECTIVES
76  INTELLIGENT, AFFORDABLE MOBILITY 
78  AUTOMOTIVE AND ROAD SAFETY
80  HUMAN CAPITAL
81  DIVERSITY
82  SKILLS BUILDING
83  CORPORATE PHILANTHROPY
Renault is the world’s leading French automotive brand, 
selling a range of over 30 vehicles in 125 countries. Since 
1898, Renault has used ingenious innovation to make the 
lives of its customers simple, richer and more enjoyable. 
Building on the significant progress made in 2015, 
Renault aims to become Europe’s No. 2 automotive brand. 
Through the Alliance, Groupe Renault and Nissan sold more 
than 8.5 million vehicles in 2015. The Alliance is building 
synergies in order to promote profitable international growth. 
Its aim is to become the world’s third biggest automotive 
group. Already European leader in electric vehicles, Renault 
is setting out its vision of the future, an electric, connected 
and autonomous vehicle. Celebrating a “Passion for life” 
every day, at the service of its customers, Groupe Renault 
is ready for tomorrow.
1, 2, 3…
Ready for tomorrow!
01
GROUPE RENAULT 2015 ANNUAL REPORT

INTERVIEW
Four new employees 
ask Carlos Ghosn about 
the group’s ambitions
GROUPE RENAULT REPORTED STRONG GROWTH IN 2015. CARLOS GHOSN INVITED KAMELIA, 
FATOU, AILONG AND ARTHUR, FOUR OF THE ONE THOUSAND NEW EMPLOYEES RECRUITED 
RECENTLY BY RENAULT, TO TAKE PART IN A DISCUSSION ON THE GROUP’S AMBITIONS.
  With Carlos Ghosn, Chairman and Chief Executive Officer of Groupe Renault. Left: Kamélia Benchekroun, Big Data Architect, and Arthur Ferreira, Commodity Buyer ADAS (Advanced Driver Assistance Systems). 
Right: Fatou Diouf, Electromagnetic Compatibility Specialist, and Ailong Wang, Electronics and Electric Engineering Leader. 
02 GROUPE RENAULT

How do you see Renault’s 
future and which new markets 
are you aiming to conquer?
Carlos Ghosn: Before conquer-
ing new markets, we must focus 
on the investments already made. 
We have invested heavily in Brazil, 
the group’s second biggest market, 
where we have market share of 
just over 7%. We need to continue growing in order to reach 
at least 10%.  In Russia too, where Renault, Nissan and 
AVTOVAZ hold one-third of the market. However, the market 
share of the Renault brand alone is between 7% and 8%. Our 
goal is to reach 10% here as well. In India, Renault is already 
the leading European brand. The success of Kwid is highly 
promising and we plan to develop a number of other vehicles 
based on the same platform. In China, where we recently 
opened the Wuhan plant, the possibilities are endless! Last, I 
would add Iran, where we need to reclaim our positions even 
though we never really left. In short, over the next few years, 
Renault will be focusing on these markets in order to establish 
a strong position. We will then start thinking about conquering 
new markets. 
How can Renault set itself 
apart in Europe today?
Carlos Ghosn: Renault already 
set itself apart in Europe in 2015, 
with a sales increase of 12% in a 
market that grew by 9%. Brand 
vehicles such as Talisman, New 
Espace, New Mégane and Kadjar 
are now producing their full effect 
on the European market. We are also European leader in the 
LCV and electric vehicle market. When I look at the renewal of 
our vehicles and technologies, the coherence of our organiza-
tion and the growing strength of the Renault brand, I feel real 
confidence. Our ambition is for Renault to reclaim the No. 2 
spot in Europe.
What are the Alliance’s main 
strengths in seeking a place 
among the world’s top 3 
automotive groups?
Carlos Ghosn: First, with 8.5 mil-
lion vehicles sold in 2015, we 
have the size to be competitive 
and to achieve significant econo-
mies of scale. We also have fire 
power in terms of innovation and investment. If we combine 
our R&D spend with the investments made by Renault and 
Nissan, the annual total is over €10 billion. We are the only 
group with the ability to make an Alliance work, based on two 
companies with their own personalities, their own brands, 
and different geographical positioning. We have a specific 
mindset and we have developed the know-how to overcome 
difficulties and differences. In 2015, Renault and Nissan 
sought to achieve more than €4 billion (1) in synergies. We are 
developing a significant number of projects with Daimler and 
other groups as part of a win-win approach. The Alliance 
therefore holds real promise for the future and our aim is to 
position it sustainably as one of the world’s three biggest 
automotive groups. 
How do you see the vehicle 
of the future?
Carlos Ghosn: The vehicle of 
the future will be 100% electric 
– or very low emissions. It will be 
autonomous and connected. This 
will involve developing a wide 
range of technologies and pro-
cesses, finding partnerships and 
making choices. The coming years will be exciting. There will 
be many challenges to address, not so much in terms of 
vision, since everybody will be moving in the same direction, 
but more in terms of method. The aim will be to find the fast-
est and most reliable way to achieve this vision at the lowest 
possible cost! 
Kamélia Benchekroun: What does being a socially 
responsible company mean for Renault?
Carlos Ghosn: A socially responsible company is first and 
foremost a competitive and healthy company. However, we 
need to go further. By making sure, for example, that people 
joining the group have a sufficiently clear vision of what they 
can do and the way in which they can contribute. It is also our 
responsibility to ensure good management and good commu-
nication so that everybody can appreciate the value of their 
work. Last, we have a responsibility with respect to the envi-
ronment. Transport is perceived as being part of the problem 
of climate change, particularly with respect to CO2 emissions. 
We need to contribute to the development of solutions in this 
area. Electric cars are a good illustration. They are an integral 
part of our social responsibility.
Watch the video of 
the interview.
“
The coming years will be exciting. 
There will be many challenges to address, 
not so much in terms of our vision for 
the vehicle of the future (....)  but more in 
terms of method. The aim will be to find 
the fastest and most reliable way to achieve 
this vision at the lowest possible cost!”
CARLOS GHOSN, Chairman and Chief Executive Ofﬁcer of Groupe Renault 
 Kamélia Benchekroun
 Fatou Diouf
  Arthur Ferreira
  Ailong Wang
(1) The results of Alliance synergies in 2015 will be announced in June 2016.
03
GROUPE RENAULT 2015 ANNUAL REPORT

“
By achieving 
an operating margin 
in excess of 5% in 2015, 
we have met one of our 
“Renault - Drive the Change” 
mid-term plan objectives 
sooner than forecasted 
– two years ahead 
of schedule. Our challenge 
now is to accelerate 
our growth to reach 
our second target which 
is to generate more than 
$50 billion in revenues, 
measured in 2017, while 
keeping our operating margin 
above the 5% mark.”
CARLOS GHOSN, 
Chairman and Chief Executive Ofﬁcer of Groupe Renault 
2
3
4
5
6
1
EXECUTIVE COMMITTEE 
of Groupe Renault
04 GROUPE RENAULT

1 CARLOS GHOSN
  Chairman and CEO
 2 JEAN-CHRISTOPHE KUGLER
   EVP Chairman of Europe Region
 3 MOUNA SEPEHRI
  EVP Office of the CEO 
 4 JOSÉ-VICENTE DE LOS MOZOS
   EVP Manufacturing and Supply Chain
 5 GASPAR GASCON
  EVP Engineering
 6 CHRISTIAN VANDENHENDE
   EVP Quality and Total Customer 
Satisfaction
 7 BRUNO ANCELIN
   EVP Product Planning and Programs
 8 THIERRY KOSKAS
  EVP Sales & Marketing, Groupe Renault
 9 DOMINIQUE THORMANN
   EVP Chief Financial Officer, 
Chairman of RCI Banque 
 10 MARIE-FRANÇOISE DAMESIN
   Alliance EVP Human Resources, 
EVP Group Human Resources Renault
 11  STEFAN MUELLER
   EVP Chief Performance Officer
 12 THIERRY BOLLORÉ
  EVP Chief Competitive Officer
8
7
9
10
12
11
05
GROUPE RENAULT 2015 ANNUAL REPORT

TOTAL SALES VOLUME
2,801
VEHICLES IN 125 COUNTRI
,592
ES
THE FIVE BEST-SELLING PASSENGER CARS
At end-December 2015
Clio IV
Renault
Duster
Renault + Dacia
Sandero 
Renault + Dacia
Logan 
Renault + Dacia
Captur / QM3
Renault + RSM
372,062
331,238
326,712
251,030
245,126
VOLUME BY REGION
Total group sales by region
(passenger cars / LCVs)
France
607,173
Asia-Paciﬁ c
116,868
Europe* 
(excl. France)
1,006,326
Americas
355,151
Eurasia
356,216
Africa, 
Middle East, 
India 
359,858
TOTAL
2,801,592
*Europe: European Union, Iceland, Norway and Switzerland.
FRANCE
BRAZIL
GERMANY
TURKEY
SPAIN
ITALY
UK
RUSSIA
ALGERIA
ARGENTINA
SOUTH 
KOREA
BELGIUM+ 
LUXEMBOURG
INDIA
IRAN
MOROCCO
*Figures at end-December 2015 (sales) excluding Twizy.
TOP FIFTEEN MARKETS* (RENAULT + DACIA + RSM)
Volumes sold and market share
26.4%
7.3%
5.2%
16.8%
13.1%
9.1%
4.3%
7.5%
35.6%
13.3%
4.4%
12.7%
1.7%
4.8%
38.2%
607,173
181,504
177,787
162,175
156,108
154,730
128,269
120,411
90,182
82,374
80,017
79,383
53,848
51,500
50,369
KEY FIGURES
in 2015
IN 2015, GROUPE RENAULT SALES GREW 3.3% TO MORE THAN 2.8 MILLION VEHICLES. IN EUROPE, 
THE GROUP HAD MARKET SHARE OF OVER 10%, ON THE BACK OF THE RESULTS OF THE RENAULT 
AND DACIA BRANDS, BUOYED BY THE SUCCESS OF CLIO, CAPTUR, DUSTER AND SANDERO IN 
PARTICULAR. THE GROUP ALSO REAPED THE BENEFITS OF NEW MODELS LAUNCHED DURING 
THE YEAR, SUCH AS KADJAR AND NEW ESPACE. IN INTERNATIONAL MARKETS, THE GROUP WEATHERED 
A SLOWDOWN IN SOME COUNTRIES TO STABILIZE OR EVEN INCREASE ITS MARKET SHARE.
06 GROUPE RENAULT

Daimler AG
3.10%
Self-owned
1.21%
Nissan
15.00%
French state
19.74%
Employees*
2.08%
Public
58.87%
NUMBER OF SUPPLIERS BY SECTOR
Industrial goods 
and services, 
logistics
10,143
After-sales
432
Automotive 
components
2,784
TOTAL
13,359
SHAREHOLDERS
Breakdown of capital as a % at December 31, 2015
* The employee-owned shares (present and former employees) counted in this category 
are those held in company savings schemes.
295,722,284
SHARES
5%
operating margin
achieved in 2015.
12
EMPLO0
YEES WORLD,13
WIDE,6
in 36 countries and 19 business families.
18.8% of women.
GROUP STRUCTURE
Simplified organization chart as of December 31, 2015 
(as a % of shares issued)
RCI Banque
100% 
Renault
Samsung
Motors
80%*
Nissan Motor
Renault s.a.s. 
43.4% 
100% 
Dacia 
99.4% 
Daimler AG
1.55% 
AVTOVAZ
37.25% 
Other industrial
and commercial 
companies
Renault SA
 
 
Associated companies 
 
 
Sales financing 
Automotive division 
Not included in the scope of consolidation
* Company indirectly owned by Renault s.a.s.
€45,327
in revenue
M
07
GROUPE RENAULT 2015 ANNUAL REPORT

New Espace
GLOBAL SALES 
BY BRAND IN 2015
RENAULT
Passion for life
RENAULT
2,170,644
units 
DACIA
550,920
units
RENAULT 
SAMSUNG MOTORS
80,028
units
Renault is the group’s most emblematic brand. Its identity is built on 
the principle of ingenious innovation for the greatest number. From 1898 
to the present day, Renault’s 118 years of history are full of innovative 
concepts and powertrains, industrial production and sporting exploits. 
Marketed in 125 countries, it is the group’s full-line brand. In 2015, 
Renault launched an unprecedented product offensive based on a fully 
renewed range with more assertive styling cues and design. It also has 
a range of Renault Sport vehicles reaping the benefits of its expertise 
in Formula 1. Its new signature, “Renault: Passion for Life” illustrates 
this renewal in design. With a wider range of vehicles and even 
more ingenious innovations, Renault has one of the youngest ranges 
in Europe.
The Renault brand is distributed in 12,000 points of sale. The brand has 
a range of over 30 models, across all its markets.
No. 
FRENCH BRAND1
 
WORLDWIDE.
23.6%
MARKET SHARE. RENAULT 
IS NO.1 IN THE EUROPEAN ELECTRIC 
VEHICLE MARKET.
CAPTUR
LEADER IN ITS SEGMENT  
IN EUROPE.
THREE 
COMPLEMEN-
TARY
BRANDS
GROUPE RENAULT REGISTERED MORE THAN 2.8 MILLION VEHICLES IN 2015 THROUGH 
ITS THREE BRANDS – RENAULT, DACIA AND RENAULT SAMSUNG MOTORS. EACH GROUP 
BRAND HAS A COMPLEMENTARY ROLE IN THE PURSUIT OF PROFITABLE GROWTH: 
RENAULT, MARKETED IN 125 COUNTRIES, IS A GLOBAL BRAND; DACIA, SOLD IN 
44 COUNTRIES, IS A REGIONAL BRAND, AND RENAULT SAMSUNG MOTORS, 
DISTRIBUTED IN SOUTH KOREA, IS A LOCAL BRAND.
08 GROUPE RENAULT

Marketed in South Korea, the Renault Samsung Motors (RSM) brand 
is consolidating its market share on the back of the success of QM3. 
The range includes four sedans and two Sport Utility Vehicles (SUV).
In sedans, SM3 covers the C segment and also exists in an electric 
version. SM3 Z.E. is leader in its segment. SM5 occupies the premium 
segment, while SM7 is the brand’s offer on the large luxury sedan 
segment. Equipped with V6 engines, it features the latest technologies 
from the Renault-Nissan Alliance.
In SUVs, the range comprises QM3, based on Renault Captur, and QM5, 
based on Renault Koleos. While QM3 is imported from Europe, the other 
models are built at the Busan plant in South Korea. Illustrating Alliance 
synergies, the plant also builds the Nissan Rogue, exported to North 
America (80,000 units).
DACIA
On course 
for new horizons
RENAULT SAMSUNG MOTORS
Group spearhead 
in South Korea
No. 
BRAND IN MOROCCO,
1
 
ROMANIA AND BULGARIA.
Dacia markets a range of robust, reliable vehicles with a three-year/ 100,000-km 
warranty. The Dacia sales offering (equipment levels, pricing policy) is designed 
for maximum clarity in order to make the act of buying as simple as possible. 
Designed to meet essential requirements, vehicle equipment and features are easy 
to use and to service. Dacia customers also naturally enjoy an unbeatable space/
price ratio. With the Dacia range, many customers from the used vehicle market are 
able to buy a new vehicle. Along with peace of mind, Dacia gives customers the keys 
to new horizons.
The Dacia range is sold in 44 countries in Europe and in the Mediterranean Basin. 
Since 2004, Dacia has acquired more than 3.5 million customers. On the social 
networks, the brand now has more than three million Facebook fans.
550
NEW SALES RECORD:
,
DACIA VEHICLES SOLD900
 OVER
 
IN 2015 IN 44 COUNTRIES.
35%
SALES INCREASE 
FOR QM3 IN KOREA.
RSM SM3 Z.E.
IS KOREA’S MOST POPULAR 
ELECTRIC VEHICLE. 
OVER 1 MILLION
DACIA SANDERO VEHICLE SOLD SINCE LAUNCH.
IN 2015, DACIA SANDERO REPORTED NEW SALES 
RECORDS IN ALL REGIONS.
QM3
Sandero Stepway
09
GROUPE RENAULT 2015 ANNUAL REPORT

HIGH- 
LIGHTS
in 2015
JANUARY
Rising global sales
Groupe Renault reports a further increase in global 
sales in 2014 with 2.7 million units, a 3.2% rise 
on 2013. Growth is driven primarily by group sales 
in Europe (+12.5%).
FEBRUARY
Renault recruits
Renault announces 1,000 recruitments in France 
in 2015, consistent with the “Contract for a new 
dynamic of growth and social development”. 
In parallel, the group confirms its ongoing 
commitment to young people with the signature 
of 1,000 apprenticeship contracts.
MARCH
Dacia: a decade of success
To celebrate ten years of success since the launch 
of Logan in Europe, Dacia presents a special 
anniversary series at the Geneva Motor Show. 
The brand also starts business operations in Israel, 
the 44th country of sale.
ZOE gets more range
ZOE’s range is increased to 240 km NEDC (1) thanks 
to the new R240 motor combined with a battery 
with optimized electronic management. The 100% 
Renault motor was designed by the engineers 
at the Technocentre and the Cléon plant, 
where it is manufactured.
APRIL
“Renault – 
Passion for life”
To accompany the market launch of New Espace, 
Renault rolls out its new brand signature 
“Renault – Passion for life”.
Five years of cooperation 
between Daimler and 
the Renault-Nissan 
Alliance
Signed in April 2010, the strategic partnership 
between Daimler and the Renault-Nissan Alliance 
celebrates its fifth anniversary. The number 
of joint projects has risen from 3 to 13 in Europe, 
Asia and the Americas.
MAY
50 candles for 
the ingenious Renault 16
Renault celebrates the Renault 16, the first 
executive sedan to feature a tailgate providing 
a hitherto unknown level of versatility. 
The Renault 16 also made its mark for its modern, 
avant-garde technical features.
JUNE
Alpine, 60 years of history
Alpine celebrates 60 years of motorsport passion 
by unveiling its new Alpine Celebration show car, 
developed specially for the Le Mans race. In 2015, 
Alpine commits to the World Endurance Championship 
in the LMP2 category, with a victory in Shanghai.
(1) New European Driving Cycle.
10 GROUPE RENAULT

JUNE
Formula E electric: 
First title in history
The e.dams-Renault team wins the first Formula E 
Championship title by building a definitive lead over 
its rivals one leg ahead of the end of the season 
(photo opposite).
JULY - AUGUST
Record synergies for 
The Renault-Nissan Alliance 
The Renault-Nissan Alliance publishes the record 
amount of synergies generated in 2014: 
€3.8 billion (€1 billion more than the €2.72 billion 
generated in 2013).
SEPTEMBER
Renault reveals 
its Alaskan show truck 
After Duster Oroch, Renault pursues its conquest 
of the international pick-up market with 
the revealing of the Alaskan show truck. 
The new pick-up, with a one-tonne payload 
and modern and athletic styling, respects all 
the aesthetic cues in the segment. Its dimensions 
are adapted to the requirements of private 
motorists and professionals (see page 24).
OCTOBER
Twingo out
to conquer Asia
Twingo makes its first appearance in Asia 
at the Tokyo Motor Show. Japan is the first 
country in Asia to fall for the latest-generation 
Twingo, with launch set for 2016.
NOVEMBER
Already 3.5 million
Dacia vehicles sold!
In a little over ten years, Dacia has won 
over 3,500,000 customers in Europe and 
the Mediterranean countries. The 3,500,000th 
Dacia sold is a Sandero Stepway purchased 
by an English customer.
DECEMBER
Renault-Nissan Alliance
at COP21
Two hundred Alliance electric vehicles take part 
in COP21 – the largest fleet of electric vehicles 
ever assembled for an international conference. 
The vehicles covered some 175,000 km during 
the international summit, preventing the airborne 
emission of 18 tonnes of CO2 during the two weeks 
of the event (read page 73).
Renault returns with 
a Formula 1 team in 2016
Groupe Renault and Gravity Motorsports SARL, 
finalize the group’s acquisition of a majority 
shareholding in the capital of Lotus F1 Team 
Limited. Holding 12 Constructors’ titles, Renault 
has been an emblematic player in the history 
of Formula 1 in the last 40 years and aims 
to contribute directly to the evolution of the sport.
Renault increases 
its investments to reduce 
pollutant emissions
As part of its policy to continuously improve 
its products, Renault announces plans to allocate 
an additional budget of €50 million to step up 
the reduction of the nitrogen oxide emissions 
of its Euro 6b vehicles, above and beyond 
the conditions of use set out in the regulation.
11
GROUPE RENAULT 2015 ANNUAL REPORT

LAUNCHES
in 2015
Kadjar
Renault reveals Kadjar, its first 
C-segment crossover. With Kadjar, 
big brother to Captur, Renault 
is able to continue its offensive 
in the world of crossovers and 
to step up its international 
ambitions.
New Mégane
Twenty years after the launch of Mégane, 
sold in more than 6.5 million units worldwide, 
Renault is renewing its core model with New 
Mégane, the fourth vehicle to carry the name. 
New Mégane is a vehicle with dynamic lines 
and a distinctive lighting signature at both 
front and rear.
12 GROUPE RENAULT

New Espace  
Presented at the end of 2014 and launched 
in early 2015, New Espace delivers a personalized 
driving and onboard experience with Renault 
Multi-Sense®, controlling an array of technologies 
for a new perception of driving pleasure. It is 
a vehicle of unique control and agility with 
the 4Control® (4-wheel steering) technology.
Clio R.S. 
220 EDC Trophy 
First seen on Clio R.S. in 2005, the Trophy label 
is synonymous with finely-tuned engine and 
chassis performance, allied with exclusive styling 
and ambience. By adopting the Trophy badge after 
Mégane R.S. in 2014, Clio R.S. 220 EDC Trophy 
is set to join the club of special series vehicles 
delivering advanced performance.
Talisman
Renault presents its new D-segment sedan: 
Talisman. With its generous dimensions 
and record-beating interior space, Talisman reflects 
the classic appeal appreciated by customers 
in this segment. Available in sedan and estate 
form, Talisman goes beyond the expected 
executive cues to set new standards in comfort 
and driving pleasure in its segment.
Kwid
Renault unveils Kwid in India. This compact 
model overturns the conventional cues of 
A-segment mini vehicles with its robust, attractive 
exterior design and modern, welcoming interior. 
Featuring functions from the next segment up, 
Kwid delivers the comfort and convenience of a city 
car made for the whole family, with its modular 
layout and generous storage. 
Sandero R.S. 2.0
Also presented at the Buenos Aires Motor Show, 
Renault Sandero R.S. 2.0 is the first Renault Sport 
vehicle to be built outside Europe and designed 
for Latin America.
Duster Oroch
Renault unveiled the Duster Oroch, its first vehicle 
in the pick-up segment, at the Buenos Aires 
Motor Show in Argentina. This SUV (Sport 
Utility Vehicle) pick-up is based on Duster. 
It has the qualities of an SUV combined 
with a true double cab, four doors, five seats, 
and a generous bed.
Dacia limited series 
Tenth anniversary
To celebrate ten years of success, the brand 
presents a special anniversary series at 
the Geneva Motor Show: a vehicle featuring 
exclusive Cosmos Blue bodywork, along 
with distinctive styling features and equipment, 
such as Media Nav Evolution navigation. 
13
GROUPE RENAULT 2015 ANNUAL REPORT

as in…

WORLD’S 
LEADING FRENCH 
AUTOMOTIVE BRAND
“Renault is the world’s leading French 
automotive brand. To consolidate 
this position in international markets, 
Renault will focus primarily on markets 
in China, India, Brazil, Russia and Iran 
over the coming years.”
CARLOS GHOSN, 
Chairman and Chief Executive Ofﬁcer of Groupe Renault

A DYNAMIC 
international development strategy 
THE WORLD’S LEADING FRENCH AUTOMOTIVE BRAND IN PASSENGER CARS AND LIGHT COMMERCIAL 
VEHICLES, RENAULT TODAY IS PRESENT IN 125 COUNTRIES. WITH AN ALMOST ENTIRELY RENEWED 
RANGE COMPRISING OVER 30 MODELS, RENAULT IS CONTINUING ITS PUSH TO CONQUER NEW MARKETS 
AND NEW CUSTOMERS.
The Renault brand sold nearly 2.2 million vehicles in 2015. 
More than 1.8 million customers purchased one of the 
brand’s passenger cars and over 340,000 professionals 
bought one of its light commercial vehicles. Renault sales 
volumes increased 2.4%, substantially exceeding the 1.6% 
growth in the world market.
A RESOLUTELY INTERNATIONAL RANGE
That momentum is being driven by the renewal and broaden-
ing of the range, as well as by Renault’s ability to design and 
sell vehicles and services that respond to the diverse expec-
tations of customers around the world.
Renault revitalized its range with several launches in 2015, 
from Kadjar and New Espace to Talisman, Kwid and Duster 
Oroch. The rejuvenated range proudly bears the vertical dia-
mond grille that gives all Renault models an immediately 
recognizable family resemblance. The range is now sold in 
some 125 countries and the share of Renault vehicles sold 
outside Europe has risen by over 72% in the last ten years.
In a number of countries, Renault is not content just to be the 
number-one French brand, but also ranks among the top 
three best-selling brands overall. This is the case in Algeria, 
Ukraine and Colombia, for example.
GLOBAL COVERAGE
Renault also ranks as the number-one French brand world-
wide through the comprehensive coverage of its production 
and logistics sites, design and engineering sites, and dealer-
ships on all continents (see the maps on pages 26 and 40). 
Groupe Renault has 36 plants (excluding partner plants) and 
12 logistics sites in over 15 countries. The brand also relies 
on its design and engineering centers (including in Brazil, 
Russia and India) to design vehicles adapted to the expecta-
tions and tastes of customers around the world. Renault’s 
sales network today comprises nearly 12,000 dealerships. In 
addition to vehicle sales, the brand brings customers an 
extensive range of sales and after-sales services. It also 
offers financing, service contracts and insurance policies, 
  Jinan dealership, China. In ten years, the number of Renault vehicles sold outside Europe has increased by over 72%.
18 WORLD’S LEADING FRENCH AUTOMOTIVE BRAND

Renault Design Center in India. Several international teams contributed 
to the design of Kwid.
  Wuhan plant in China. To organize production as close to its markets as possible, the group 
has 36 plants (not including partner plants) and 12 logistics sites in 15 countries.
distributed by the group subsidiary RCI Banque, present in 36 
countries. 
To adapt its sales network to the digital age and new develop-
ments in retail, Renault is in the process of modernizing its 
car dealerships: Renault Stores (see page 38).
“PASSION FOR LIFE”
While the Renault brand today is significantly expanding its 
international presence, it has always been at ease outside its 
home country, since its very first years of existence. As early 
as 1901, Renault started taking part in motorsports events, 
opening dealerships at the point of arrival: New York in 1906, 
Berlin in 1907, Tokyo in 1910, and Saint Petersburg in 1912. 
Renault was a pioneer in global vehicles. The Renault 4 – sold 
in more than 8 million units – was assembled in 28 countries 
and sold in more than 100.
To continue its expansion, Renault is expressing itself through 
a new advertising signature – “Passion for life”. This signature 
reflects the DNA of a brand that has always been people-
focused. It reflects the passion brought to improving the lives 
of customers everywhere.
2.4%
INCREASE IN
RENAULT SALES
VOLUMES IN 2015.
RCI BANQUE, A KEY ASSET IN RENAULT’S 
INTERNATIONAL DEVELOPMENT
To attract new customers and gain their loyalty, the Renault brand also relies on RCI Banque, 
a wholly-owned subsidiary of Renault SAS that finances sales of Renault, Renault Samsung 
Motors and Dacia brand cars worldwide. RCI Banque also works for Nissan, Infiniti and Datsun, 
mainly in Europe, Russia and South America. In 2015 it financed over 1.3 million contracts 
(new and used vehicles) and sold over 2.9 million services.
The subsidary brings customers a broad range of finance products including insurance policies 
and services. For companies – including SMEs, self-employed tradespeople, storekeepers 
and multinationals – it provides solutions in financing and the management of vehicle fleets. 
RCI Banque also offers a selection of 100% online savings accounts in France, Germany, 
Austria and the UK. 
19
GROUPE RENAULT 2015 ANNUAL REPORT

STEPPING UP 
the game in China
JUST TWO YEARS AFTER THE FOUNDING OF DONGFENG RENAULT AUTOMOTIVE COMPANY (DRAC) 
JOINT VENTURE, RENAULT HAS OPENED ITS FIRST PLANT IN CHINA. LOCATED IN WUHAN IN THE CENTER 
OF THE COUNTRY, THE SITE PRODUCES KADJAR. RIDING THE WAVE OF THE FAST-GROWING SUV SEGMENT, 
KADJAR IS SOON TO BE FOLLOWED BY AN SUV IN THE NEXT SEGMENT UP.
 Assembly workshop of Kadjar, first vehicle manufactured at the Wuhan plant in China.
The Dongfeng Renault Automotive Company (DRAC) joint 
venture demonstrates Renault’s ambitions in the Chinese 
market. The brand is harnessing a vast manufacturing and 
engineering complex, a robust product plan and an expanding 
network firmly focused on service quality.
A CHALLENGE MET IN JUST TWO YEARS
The first stone at the Wuhan plant was laid in January 2014. 
The site features a vehicle plant, a powertrain plant and a 
research and development center. It is a greenfield plant, built 
on an unoccupied 95-hectare plot. “Building a green field 
plant is always a big challenge. We did so in just two years, in 
compliance with the very highest quality standards. We suc-
ceeded in the challenge thanks to a talented multicultural 
team and to the innovative organization structure of our joint 
venture. We are now ready to develop in China.” These words 
from Jacques Daniel, Chairman of the Dongfeng Renault 
Automotive Company, reflect the enthusiasm and the pride 
of being part of Renault and relying on a modern and environ-
mentally-respectful industrial resource. The plant obtained 
ISO  9001 quality certification in late 2015, pending 
ISO 14001 environmental certification. The Wuhan site has 
2,000 employees, recruited in record time. They are young, 
with 95% aged under 35 and the operators aged 25 on aver-
age. The plant’s initial production capacity of 150,000 vehicles 
a year could be doubled in the future.
SUVS: 30% OF THE CHINESE MARKET
Renault Kadjar, a C-segment SUV, was the first vehicle to 
come off the Wuhan production line. The new model, revealed 
at the Guangzhou Motor Show in November 2015 and 
launched in March 2016, boasts an athletic design and 
technological features corresponding to the requirements of 
Chinese customers. These last are major fans of SUVs, which 
account for more than 30% of the market and sales of which 
are growing at an exponential rate, attaining 53% in 2015. 
Kadjar rounds out the range of imported vehicles, including 
Koleos, Captur, Mégane R.S. and Fluence, sold under the 
Renault brand in China. Renault distributes them through an 
expanding dealership network focused on service quality and 
today comprising 125 dealers. 
150,000
VEHICLES
THE PRODUCTION CAPACITY 
AT THE WUHAN PLANT, 
WHICH COULD BE DOUBLED.
20 WORLD’S LEADING FRENCH AUTOMOTIVE BRAND

Renault Kadjar in the streets of Wuhan.
For a long time, Ailong Wang was torn 
between France and Germany. As a student 
at Jiangnan university, Ailong wanted 
to complete his training in Europe, at an 
engineering school. After some hesitation, 
he finally opted for France. The reasons 
for his choice? “France is a romantic 
country. My view of France was based solely 
on a highly sentimental Chinese soap shot 
in  Aix-en-Provence. And in junior school, 
my language teacher told me that French 
was the most beautiful language in the 
world.” So Ailong became a student 
at the ENSEA school of electronic 
engineering. He did his end-of-studies 
internship with Renault. Unfortunately 
for Ailong, there were no recruitment 
opportunities after his internship. 
So he began his career with Altran, one of 
Renault’s regular service providers. Showing 
single-minded dedication, Ailong managed 
to get himself assigned to a project with 
Renault. He worked on the Multi-Sense® 
system – a program introduced on the latest 
Espace, enabling drivers to choose between 
different driving modes. As a lifelong vehicle 
enthusiast, his dream was still to work 
for Renault. The opportunity arose after 
three years with Altran. Ailong was recruited 
as Electronics and Electric Engineering 
Leader on the power steering system. 
Why did you apply for a job 
with Renault? 
I’ve always loved cars. When I was younger, 
I spent my time taking cars apart and 
putting them back together. During my end-
of-studies internship at the Technocentre, 
I really enjoyed the atmosphere at Renault. 
The working environment is not too strict. 
It’s like being part of a family. And I’m 
keeping a close eye on Renault’s 
development in China. As the group is only 
at the start of its adventure, there might be 
a place for me!
What does it mean for you 
that Renault is the world’s leading 
French automotive brand?
I’m really proud of working for the world’s 
leading French automotive brand. I love 
the design of its products. I’m the proud 
owner of a Mégane that is really beautiful. 
It’s great to see the company making 
progress now in China. Last year, when 
I went back to my small home town 
of Dongtai, two hours from Shanghai, 
I saw three Koleos in just a few minutes! 
I showed them to my wife. I couldn’t believe 
my eyes. I was so pleased and proud! 
We’re going to see more and more Renault 
vehicles in my country and that’s great.
“I’m keeping a close eye 
on Renault’s development 
in China. As the group is only 
at the start of its adventure, 
there might be a place 
for me!”
INTRODUCING...
Ailong Wang, Electronics and Electric Engineering Leader
JACQUES DANIEL, Chairman of the Dongfeng 
Renault Automotive Company
NEW IMPETUS FOR THE BRAND
In under two years Renault has begun to change its image in 
China. Today it is poised for ramp-up in the world’s number-one 
car market, where 21.2 million vehicles were sold in 2015. 
Renault now has a high-performance and flexible production 
base and awareness of the brand is growing. In the 2015 
JD Power quality survey, Renault ranked as the number-two 
full-line brand on service quality, while Koleos came second 
in the compact SUV segment.
Renault and China also share the same passion for motor-
sport. With Renault’s return to Formula 1 as a team, the brand 
has what it takes to change dimension. Kadjar has the ideal 
profile for winning over Chinese customers, and a D-segment 
SUV is planned for launch in 2016, also to be produced at 
Wuhan.
“
We built the Wuhan plant 
in just two years, in compliance with 
the very highest quality standards. 
We succeeded in the challenge thanks 
to a talented multicultural team and 
to the innovative organization structure 
of our joint venture. We are now ready 
to develop in China.”
21
GROUPE RENAULT 2015 ANNUAL REPORT

OUTLOOK FOR INDIA 
Launch of Kwid
IN THE FAST-GROWING INDIAN MARKET, RENAULT – NOW THE NUMBER-ONE FRENCH AND EVEN 
EUROPEAN BRAND – IS PURSUING ITS DYNAMIC EXPANSION WITH THE LAUNCH OF KWID, 
WHICH IS OFF TO A PROMISING START.
At 1.4 billion, the Indian population will overtake the Chinese 
population in 2022. With a car ownership rate of 15 vehicles 
per 1,000 inhabitants, some seven times less than in China 
and 35 times less than in Europe, the potential of the Indian 
market is spectacular. In a market that grew around 10% in 
2015 (excluding two- and three-wheelers), Renault posted 
growth of over 20%. 
The brand is relying on its ally Nissan and on their shared 
engineering and purchasing center, as well as on the shared 
plant in Chennai. It can build four different platforms and 
eight body styles on the same assembly line. Following the 
launch of six vehicles (Fluence, Koleos, Pulse, Duster, Scala 
and Lodgy), Renault became the number-one European brand 
in India in 2013. Renault Duster, voted 2013 Car of the Year 
in India, quickly became an iconic vehicle and the leading 
C-segment SUV.
Renault is now stepping things up with Kwid, the brand’s 
seventh vehicle. Several countries were involved in the design 
of the new model, including Renault Design India. Developed 
on the Alliance’s new modular architecture, CMF-A, the small 
car is an ideal response to the aspirations of new consumers 
in emerging countries. Just three months after launch in 
September 2015, Kwid had already won over 80,000 cus-
tomers. The digital campaign rolled out for its launch provided 
a major boost, with customers able to reserve their vehicle on 
line using a mobile app including a real-time comparison with 
all the competition.
  Developed on a new modular architecture by the Alliance, Kwid is a response to the aspiration of new consumers in emerging countries.
RENA
No.1
ULT 
EUROPEAN 
BRAND 
IN THE INDIAN MARKET.
22 WORLD’S LEADING FRENCH AUTOMOTIVE BRAND

The Curitiba plant in Brazil, which builds Duster Oroch for the Americas Region.
 Despite the 35% fall in the Russian market in 2015, Renault stabilized its market share.
RUSSIA: THE GROUP PROVES RESILIENT
While the Russian market suffered a serious downturn in 
2015, contracting 35%, Renault succeeded in holding its 
market share steady at 7.5%. Duster, built at the Renault 
plant in Moscow, remains the top-selling SUV in the country, 
and its position was further strengthened by the arrival of new 
Duster in July 2015. The year was marked by the launch of 
the Lada XRAY crossover, the first vehicle to be developed 
jointly by Renault and AVTOVAZ. It is manufactured at the 
Togliatti plant on the Renault-Nissan Alliance’s B0 platform. 
The 2016 year got off to a strong start with the presentation 
of Kaptur, a new crossover 4x4 produced at the Renault’s 
Moscow factory.
BRAZIL: THE GROUP’S NO. 2 MARKET
Renault initiated the construction of a comprehensive manu-
facturing complex in Brazil back in the 1990s. The brand now 
has a vehicle and powertrain plant, an engineering center and 
a design center in the country (see map on page 25). In 2015, 
despite a 25% contraction in the Brazilian market, Renault’s 
market share continued to increase, reaching a historical high 
of 7.3%. It was in Brazil that the brand revealed its new pick-up, 
Duster Oroch, intended for the Americas region (see page 
24). The new model has been warmly applauded by the inter-
national press and was voted best pick-up of the year in the 
country. Launched at end-2015 and built at the Curitiba 
plant, Duster Oroch has become the second best-selling 
model in the segment. Last year also saw the presentation of 
Sandero R.S 2.0. In 2016, Renault intends to pursue its busi-
ness offensive in Brazil, boosted by investments in the Curitiba 
plant and by the upcoming creation of a logistics center.
BRAZIL AND RUSSIA 
Key markets
INTERNATIONALLY, DESPITE A CONTRASTING ECONOMIC ENVIRONMENT FROM ONE COUNTRY 
TO THE NEXT, GROUPE RENAULT SUCCEEDED IN STABILIZING ITS POSITIONS. 
RUSSIA AND BRAZIL REMAIN KEY MARKETS FOR THE GROUP.
23
GROUPE RENAULT 2015 ANNUAL REPORT

RENAULT LCV
becomes a global player
RENAULT HAS BEEN THE LIGHT COMMERCIAL VEHICLE LEADER IN EUROPE FOR SOME 18 YEARS. THE BRAND 
HAS ALSO RANKED NUMBER-ONE IN NORTH AFRICA SINCE 2010 AND TOP-THREE IN THE AMERICAS SINCE 
2008 (1). BUT IT NOW AIMS TO SHIFT UP A GEAR AND BECOME A LEADING GLOBAL PLAYER. PART OF THAT 
DRIVE INCLUDES CONQUERING THE PICK-UP MARKET.
  With the Alaskan show truck, Renault is stepping up its presence in the pick-up segment.
Groupe Renault put in an exceptional performance in the light 
commercial vehicle (LCV) market in 2015, posting growth of 
12.4% in a market that fell 6.3% (excluding North America). 
Kangoo, Trafic and Master lead their segments in numerous 
countries in Europe. Renault sells its LCV range in 112 countries 
around the world and manufactures LCVs on three continents, 
with plants in France (Maubeuge, Batilly and Sandouville), 
Argentina, Brazil and Morocco.
INTERNAL-COMBUSTION AND ELECTRIC RANGE
Renault is also the first full-line carmaker to market an elec-
tric LCV, with Kangoo Z.E. sold in 45 countries. The brand also 
recently renewed its LCV range, launching New Trafic and 
New Master in 2014 and New Kangoo in 2013. Renault’s LCV 
models regularly win awards from the press. New Trafic, the 
van with its mobile office, took home the 2015 Argus Trophée 
prize in France and the Innovation Prize in the UK. It was also 
voted Van of the Year in Finland and Best LCV in Germany and 
Croatia.
BESPOKE VEHICLES
One of Renault’s major strengths is its expertise in converted 
vehicles. The brand draws on a network of 400 approved 
coachbuilders in 29 countries to respond to the needs of 
business customers with a broad range of Kangoo, Trafic and 
Master versions. One vehicle out of every two sold is a con-
verted model. 
But Renault is now seeking to go beyond its status as a European 
leader and regional player to become a major global player. 
To that end, the group has moved into the pick-up market. 
Divided into three segments – small pick-ups weighing half a 
metric tonne, one-tonne pick-ups and large pick-ups  – 
24 WORLD’S LEADING FRENCH AUTOMOTIVE BRAND

Duster Oroch, the brand’s first pick-up produced for the Americas Region.
the market accounts for over one-third of world LCV sales 
and is growing at a regular and brisk pace.
THE PICK-UP OFFENSIVE
Renault’s strategy is based on two distinct models: Renault 
Duster Oroch and Renault Alaskan. Revealed in Buenos Aires 
in June 2015 and launched in Brazil in November, Duster 
Oroch has already received the “Pick-up of the Year” prize on 
two occasions. Designed for the Americas region, it is the only 
pick-up based on an SUV. Agile and reliable, and with a payload 
of 650 kg, it features a real double cab and a generously 
sized bed. 
The Alaskan show truck, meanwhile, is a one-tonne pick-up 
revealed in 2015. It previews a vehicle with eminently global 
ambitions set for launch in 2016. Alaskan was designed to 
respond to the requirements of three different worlds. It is 
perfectly adapted to professional needs (in terms of chassis 
and payload) and is also ideal for leisure activities (such as 
hunting, fishing and sports) while boasting prestigious looks 
and impressive practicality in terms of equipment for every-
day life.
RENAULT PRO+, A GLOBAL EXPERT BRAND 
In addition to its product offensive and conquest of new markets, Renault in 2015 launched 
Renault Pro+, a global expert brand dedicated to LCV buyers and users. Offering bespoke 
products and services together with a specialized network, Renault Pro+ will renew the 
customer experience before, during and after the vehicle sale. The Renault Pro+ expert 
brand embodies Renault’s customer promise and its ambitions in the worldwide LCV market.
(1) Excluding the pick-up market.
12.4%
GROWTH
FOR GROUPE RENAULT 
IN THE LIGHT COMMERCIAL 
VEHICLE MARKET IN 2015.
25
GROUPE RENAULT 2015 ANNUAL REPORT

Morocco
A
Tangiers
Casablanca
AMERICAS
Colombia
Brazil
Argentina
Chile
Envigado
Curitiba
São Paulo
Cordoba
Los Andes
GROUPE RENAULT
worldwide
GROUPE RENAULT IS COMMITTED TO A DYNAMIC STRATEGY OF INTERNATIONAL DEVELOPMENT. THAT STRATEGY IS ACCOMPANIED 
BY THE NEED TO ORGANIZE PRODUCTION AS CLOSE AS POSSIBLE TO MARKETS. TO RESPOND TO THE BROAD RANGE OF CUSTOMER 
EXPECTATIONS AND THE VERY DIFFERENT CHARACTERISTICS OF MARKETS, THE GROUP IS RELYING ON ITS DESIGN AND ENGINEERING 
CENTERS, PRODUCTION SITES, AND ITS SALES NETWORK.
2,991 POINTS OF SALE 
(outside Europe*)
Americas 
995 
Asia-Pacific 
329
Eurasia 
510 
Africa, Middle East, India 
1,157
9 LOGISTICS SITES 
(outside Europe*)
Americas (Curitiba, Cordoba) 
2 
Asia-Pacific (Busan) 
1
Eurasia (Mioveni, Bursa, Moscow) 
3 
Africa, Middle East, India 
(Tangiers, Pune, Chennai) 
3
 
 
 
PRODUCTION SITE
DESIGN CENTER
ENGINEERING CENTER
26 WORLD’S LEADING FRENCH AUTOMOTIVE BRAND

AFRIC A 
MIDDLE EAST 
INDIA
EURASIA
ASIA-PACIFIC
Morocco
Algeria
Iran
Turkey
Turkey
Russia
Romania
Romania
India
South Korea
China
Tangiers
Oran
Casablanca
Tehran
Moscow
Mumbai
Bursa
Pitesti
Bucharest
Bucharest
Chennai
Busan
Seoul
Wuhan
Pune
* Europe: see map on page 40.
27
GROUPE RENAULT 2015 ANNUAL REPORT
EUROPE*

FORMULA 1
Renault pursues its commitment
Renault has been a major player in Formula 1 for nearly 40 years. It has a unique track record 
for a full-line carmaker, including over 600 Grand Prix races, 168 victories, 11 Driver titles 
and 12 Constructor titles. Today Renault is pursuing its Formula 1 commitment with a view 
to accelerating the development of leading-edge technologies for the benefit of its customers.
28 WORLD’S LEADING FRENCH AUTOMOTIVE BRAND

FORMULA E
Renault the leader in 
all-electric motorsport
With four victories and five pole positions in 11 races, the Renault e.dams team won the first 
team title in the history of Formula E (in the 2014-2015 season). Renault contributed directly 
to the emergence of the future-focused discipline through a dual technical commitment 
as the architect of all the competing single-seaters and, in a sports role, as the lead sponsor 
of the Renault e.dams team. For the 2015-2016 season, Renault is stepping up its motorsport 
commitment as part of that team by developing its own powertrain.
29
GROUPE RENAULT 2015 ANNUAL REPORT

as in…

EUROPE’S NO. 2 
AUTOMOTIVE BRAND
“Renault is already European leader in LCVs 
and electric vehicles. When I look at the 
renewal of our vehicles and technologies, 
and the growing strength of the Renault 
brand, I feel confident in our ambition 
to claim the No. 2 spot in Europe.” 
CARLOS GHOSN, 
Chairman and Chief Executive Ofﬁcer of Groupe Renault

EUROPE 
Reinforcing our positions
THE RENAULT BRAND IS FIRMLY ESTABLISHED AS THE NUMBER-THREE BRAND IN EUROPE. IT AIMS 
TO MOVE UP TO THE NUMBER-TWO SPOT IN 2017 – A REALISTIC OBJECTIVE GIVEN ITS MAJOR ADVANCES 
IN THE LAST THREE YEARS AND WITH THE RANGE RENEWAL AND EXTENSION INITIATED IN 2012 
CONTINUING TO MOVE AHEAD AT A BRISK PACE.
 An extended Renault range with assertive styling to reach the number-two spot.
What a turnaround! The European market was flagging in 
2013. Following the severe crisis starting in 2008, the market 
contracted by 17% between 2008 and 2013. Over that period, 
world growth was driven by emerging markets. But the 
European car market returned to growth in 2014 and that 
trend was confirmed in 2015, with the European market 
gaining a full 15% in those two years.  
The Renault brand has not contented itself with merely 
following that trend. With a 12.3% increase in sales volumes 
(in passenger cars and light commercial vehicles), it posted 
the strongest growth of any car brand, considerably outper-
forming the market increase of 9.4%. With 1,238,711 regis-
trations, it claimed a 7.8% share of the market, compared 
with 7.6% in 2014 and 7.4% in 2013. It made spectacular 
advances in some countries, including Spain (with a 23.6% 
increase in sales), Italy (+18.5%) and the UK (+19.8%).
EUROPEAN LEADERSHIP IN LCVS AND EVS
The Renault brand also leads two high-value-added sectors: 
light commercial vehicles (LCVs) and electric vehicles (EVs). 
In LCVs, Renault claimed the number-one spot for the 18th 
consecutive year, growing sales by 16.9% and increasing its 
market share by 0.7 points. Renault is also the leader of 
the EV market in Europe. It sales rose strongly, up 49% to a 
total 23,086 vehicles (excluding Twizy). 
The Renault brand’s strong momentum on all fronts is being 
driven by the success of new vehicles and by the strong 
results posted by models launched in preceding years. 
Renault launched three new models in 2015, all of them pro-
duced at European plants. New Espace registrations topped 
the 20,900 mark at the end of the year, three times more than 
its predecessor. Kadjar, on the market for just six months of the 
year, has already sold in over 49,000 units. Talisman has 
34 EUROPE’S NO. 2 AUTOMOTIVE BRAND

“
” 
Renault has one of the youngest 
ranges in Europe – yet another strong 
point for moving up to the number-two 
spot in Europe in 2017.
been warmly received by the press, and was even voted 
“Most Beautiful Car of the Year” at the 2016 International 
Automobile Festival in France.
EUROPEAN CITY-CAR LEADER
The brand succeeded in retaining its position as the European 
leader in the city-car segment (the A and B segments) thanks 
to the performances of Clio, Captur and Twingo. Captur 
ranked number-one in its category in Europe. Twingo took the 
number-four spot in the small city-car segment and put in a 
particularly strong performance in France, where it placed 
first. In electric vehicles, ZOE sales rose 68%, making it the 
top-selling EV in Europe. The brand’s LCV leadership resulted 
from the excellent performance of its very recently renewed 
range. Kangoo, Trafic and Master all lead their respective seg-
ments in France, and Kangoo Z.E. remains the best-selling 
electric LCV in Europe, with a 42.6% share of the market. 
A REJUVENATED RANGE
2016 is the first full year on the market for three vehicles 
launched in 2015 and for New Mégane, which promises to 
reinforce and step up the growth achieved in 2015. Renault 
completed the renewal of its range with the presentation of 
New Scénic at 2016 Geneva motor show. Thanks to this 
product offensive, Renault has one of the youngest ranges 
in Europe – yet another strong point for moving up to the 
number-two spot in Europe in 2017.
After graduating from the Mohammadia 
school in Rabat, engineer Kamélia 
Benchekroun left her home country 
of Morocco for France. Uppermost 
in her mind were her mother’s frequently 
repeated words: “In France, when you work, 
you can see the results of your work.” 
Kamélia completed her training at 
the national institute of applied science 
in Rouen then at Centrale Paris, where 
she gained a Master’s degree with 
a specialization in open IT systems. 
After beginning her career with Bouygues 
Telecom, Kamélia joined Renault in 2015. 
She is now a Big Data Architect with the 
“Innovation and Architecture” IT department. 
Her role: to introduce and design big data 
technologies for industrial use by Renault. 
While on her commercial induction 
placement at the Rive Gauche outlet in Paris, 
Kamélia noticed that used cars sales staff 
relied on a manual comparison of prices 
on various websites to adjust vehicle prices. 
To get round this repetitive task, she came 
up with a big data solution model to give 
sales people access to all market prices 
automatically! In just a few months, Kamélia 
established herself as one of the big data 
specialists at Renault. Invited to the Hadoop 
Summit – the premier event for global open 
source specialists – she presented Renault’s 
big data strategy. A great opportunity 
to demonstrate the truth of her mother’s 
words! 
Why did you apply for a job with 
Renault? 
I was working for Bouygues Telecom 
at the time. It was an exciting job but I really 
wanted to work for a company present 
around the world. So when Renault 
contacted me through LinkedIn, I was 
immediately interested. Given the size 
of Renault,  the open approach of 
the Alliance and the real emphasis placed 
on diversity, I have excellent prospects.
What does Renault’s ambition 
of becoming Europe’s No. 2 brand 
mean for you?
Europe is my place of work today. It’s a free, 
open continent. I’m really proud of being 
part of a brand that is so strong in Europe. 
A brand that is already leader in electric 
vehicles, a subject particularly close 
to my heart. The Renault range is tailored 
to customers’ tastes. When I was on my 
commercial placement, I saw several sales 
involving Kadjar, one of my favorite vehicles. 
I can still remember the joy of one buyer in 
particular, so pleased with their acquisition! 
With its products, Renault has all 
the resources to achieve its ambition!
“Given the size of Renault, 
the open approach 
of the Alliance and the real 
emphasis placed on diversity, 
I can enjoy excellent 
prospects.”
INTRODUCING...
Kamélia Benchekroun, Big Data Architect
35
GROUPE RENAULT 2015 ANNUAL REPORT

AN UNPRECEDENTED 
product offensive
NEW ESPACE, KADJAR AND TALISMAN ILLUSTRATE THE PRODUCT OFFENSIVE LED BY RENAULT IN EUROPE IN 2015. THE RESULT WAS 
AN INCREASE IN REGISTRATIONS IN A MARKET OF NEARLY 14 MILLION VEHICLES. ALL THREE ARE ADDITIONAL ASSETS FOR SEALING 
THE LOYALTY OF DEDICATED RENAULT MOTORISTS AND WINNING NEW CUSTOMERS. LET’S TAKE A CLOSER LOOK.
 Kadjar.
 New Espace.
New Espace reinvented
With New Espace, launched in early 2015, Renault showed 
its ability to shake up the cues in the minivan segment – a 
segment the brand invented three decades earlier. The 
fifth-generation model takes the form of a crossover with 
generous proportions, technology, equipment and on-board 
thrills. With Multi-Sense®, all the vehicle technologies, along 
with comfort and ambience features, coordinate to match 
the driver’s mood. The 4Control® four-wheel steering system, 
combined for the first time with electronic damper control, 
adds agility and safety to driving pleasure. By the end of 
2015, Renault had attracted more than 20,900 customers. 
New Espace played an especially high-profile role in France 
and the Netherlands, where it accounted for 72.4% and 
47.7% of its segment respectively. That role came naturally 
given the car’s starring presence at the Cannes Film festival, 
where it escorted the world’s greatest actors, directors and 
producers to the foot of the red carpet.
Kadjar expands 
the crossover range
With Kadjar, Renault has expanded its crossover range with a 
C-segment model positioned between Captur and Koleos. 
The new model’s flowing lines, aggressive grille, robust 
shoulders and innovative light signature were quick to appeal 
to customers. In addition to the newcomer’s design, they ap-
preciate its raised ride height and three transmission settings 
– 4x4, 4x2 Extended Grip and 2x2 – making off-the-beaten-
track adventures possible in a single flick of the thumbwheel. 
In just six months on the market, Kadjar has made a highly 
promising start, ending 2015 with over 54,000 registrations 
worldwide, of which over 49,000 in Europe. It performed es-
pecially well in France, taking a 9.4% share of the segment. 
After the success of Captur, Kadjar once again illustrates the 
brand’s consummate ability to design crossover models with 
immense appeal for customers.
36 EUROPE’S NO. 2 AUTOMOTIVE BRAND

Talisman, 
“Most Beautiful Car of the Year”
Revealed to the press at the prestigious venue of the Château 
de  Chantilly in France in summer 2015, before making a 
high-profile debut at the Frankfurt Motor Show, Talisman is a 
D-segment sedan with generous dimensions and record-breaking 
space. The car’s muscular styling is in perfect harmony with the 
classic, status-enhancing cues appreciated by customers of large 
family cars. But beyond its prestigious aspect, it provides a win-
ning combination of well-being and driving pleasure. Like New 
Espace, Talisman is equipped with the Multi-Sense® system and 
4Control® four-wheel steering technology featuring electronic 
damper control. It is also available in an Estate version benefitting 
from the same technological strengths as the sedan and boasting 
a load volume of nearly 1,700 dm3 VDA. At the 31st International 
Automobile Festival, Talisman was voted “Most Beautiful Car of the 
Year”, in the process beating out a Jaguar and a Mercedes. The jury, 
composed of 100,000 web users from 52 countries, was asked to 
vote on a single criterion: the design and emotion expressed by 
automotive beauty. The result bodes well for the market launch!
 Talisman.
 New Mégane.
New Mégane, 
a concentrate of technologies
Twenty years after the launch of Mégane, which has sold in 
more than 6.5 million units worldwide, Renault presented the 
new, fourth-generation model that renews its core range at 
the Frankfurt Motor Show. In a fiercely competitive segment, 
Mégane stands out with its dynamic style lines, luminous and 
powerful identity front and rear, and features worthy of the 
segment above. New Mégane is equipped with the Multi-
Sense® system bringing drivers a choice of five driving modes: 
neutral, comfort, eco, sport and personal. The New Mégane 
range is headed by a GT version, available from launch, whose 
styling draws on the DNA of Renault Sport. Like New Espace, 
Kadjar and Talisman, New Mégane scored five stars in passive 
safety tests by the independent body Euro NCAP. 
37
GROUPE RENAULT 2015 ANNUAL REPORT

TRANSFORMED 
PLANTS 
and a connected sales network
RENAULT’S MAJOR AMBITIONS IN EUROPE ARE NOT BUILT SOLELY ON THE PRODUCT PLAN. THEY ARE 
ALSO BASED ON THE GROUP’S 18 EUROPEAN PLANTS, MANY OF WHICH WERE STRENGTHENED AND TRANSFORMED 
IN 2015. AT THE SAME TIME, RENAULT’S EUROPEAN SALES NETWORK CONTINUES TO MODERNIZE THROUGH 
THE RENAULT STORE CONCEPT, WHILE WORKING TO ACHIEVE EVER GREATER CUSTOMER SATISFACTION.
these launches, some 2,000 people were recruited (500 of 
whom at French plants).
The situation bears out the necessity and relevance of the 
signature of competitiveness agreements in France and 
Spain in 2013. Renault’s European production base is now 
optimized, with an increase in the capacity utilization rate. 
This is true at the Douai plant, which now produces Espace, 
Talisman and New Scénic, and at Flins, which is readying to 
produce the Nissan Micra.
100% RENAULT STORES IN 2015
The sales network is also in full modernization mode. With 
today’s ultra-connected customers, the Renault brand is 
targeting excellence in customer relations. To accompany its 
vehicle design renewal, Renault was duty bound to introduce a 
resolutely modern showcase in harmony with its new models.
The Renault Stores were designed with a view to better 
responding to customer expectations, being more connected 
and bringing customers a better-quality sales relationship. 
Launched simultaneously in several countries, the Renault 
Store concept is now being extended to all regions, and 
Europe in particular. The number of Renault Store dealerships 
more than doubled in 2015, increasing from 600 to 1,200 in 
Europe. In the long term, all the dealerships will comply with 
Renault Store standards.
Achieving customer satisfaction also hinges on enhancing 
the services available, including service contracts, warranty 
extensions, maintenance, insurance and financing. Service 
offers play a vital role in gaining customer loyalty.
 The Palencia plant in Spain, which produces Kadjar and New Mégane.
Renault’s European plants were confronted by a three-fold 
challenge in 2015: adapting to the strong increase in sales 
demand, launching three new vehicles, and pursuing their 
work on the continuous improvement of quality.
+45% IN TWO YEARS!
Between 2013 and 2015, production at European plants 
increased by a full 45% – a figure reflecting a great deal of 
hard work! To increase production, the Renault plants pulled 
out all the stops in terms of responsiveness, flexibility and 
adaptability. They worked on several fronts, such as introducing 
a third shift, including at Palencia in Spain and Flins in France. 
The brand also made a range of investments, notably in paint 
booths (Palencia and Flins) and in tooling, as illustrated by the 
new drawing press at Valladolid in Spain. To cope with all 
38 EUROPE’S NO. 2 AUTOMOTIVE BRAND

In addition to the sales success of its range, Dacia stands 
apart in the automotive world through its ability to bring 
together a community of customers highly attached to the 
brand and its products. In France alone, some 11,000 people 
attended the various events organized by Dacia to celebrate 
its tenth birthday. The Dacia community now has over three 
million Facebook fans, nearly 350,000 of whom in France.
 In 2015, 11,000 people took part in the events organized by Dacia in France. Above: the big Dacia birthday in Lyon.
To celebrate its tenth birthday, Dacia launched a limited 
series across its range, from Sandero to Duster. Cloaked 
in  Cosmos blue body paint and equipped with Dark Metal 
rearview mirror housings and alloy wheels, the limited series 
features a new navigation system, Media Nav Evolution. The 
brand has also released a new gearbox, Easy-R, and Duster 
Edition 2016, presented at the Frankfurt Motor Show. 
DACIA 
A decade of success
IN 2015 THE DACIA BRAND ONCE AGAIN INCREASED ITS REGISTRATIONS IN EUROPE (BY 3.6%) 
AND SET A NEW SALES RECORD WITH 374,458 REGISTRATIONS FOR THE YEAR. SINCE ITS RENEWAL 
IN 2004, THE DACIA BRAND HAS SOLD 3.5 MILLION VEHICLES IN EUROPE AND THE MEDITERRANEAN 
COUNTRIES.
3 MILLION
FACEBOOK
FANS.
39
GROUPE RENAULT 2015 ANNUAL REPORT

Caudan
Le MansCléon
Flins
Guyancourt
Choisy le-Roi
Batilly
Maubeuge
Sandouville
Dieppe
Douai
Ruitz
Portugal
Spain
Italy
France
Germany
Slovenia
UK
Seville
Villeurbanne
Novo Mesto
Cacia
Valladolid*
Palencia
EUROPE
Strengths of Groupe Renault
IN 2015, RENAULT LAUNCHED AN UNPRECEDENTED PRODUCT OFFENSIVE. 
TO MEET THE CHALLENGE, THE GROUP IS RELYING ON ITS DESIGN AND ENGINEERING 
CENTERS AND ON ITS MANUFACTURING AND SALES STRUCTURE.
* The group has two sites in Valladolid: a bodywork assembly site and a powertrain site.
8,973 POINTS OF SALE
Europe (excl.France) 
4,683 
France 
4,290
3 LOGISTICS SITES
France (Grand-Couronne, 
Saint-André-de-l’Eure) 
2
Spain (Valladolid) 
1
 
 
 
PRODUCTION SITE
DESIGN CENTER
ENGINEERING CENTER
40 EUROPE’S NO. 2 AUTOMOTIVE BRAND

RENAULT  
redefines the MPV with New Scénic
IN 1996, RENAULT INVENTED THE COMPACT MULTI-PURPOSE VEHICLE (MPV) WITH THE FIRST GENERATION OF SCÉNIC. TWENTY YEARS LATER, 
RENAULT IS REDEFINING THE CONCEPT. THE DESIGN OF THE NEW RENAULT SCÉNIC BREAKS AWAY FROM CONVENTIONAL MPV CUES THANKS TO 
THE NEW MODEL’S UNPRECEDENTED PROPORTIONS, THE FITMENT OF 20-INCH WHEELS AS STANDARD AND A HEADTURNING TWO-TONE COLOUR 
SCHEME NEW TO THIS SEGMENT.
 New Scénic.
41
GROUPE RENAULT 2015 ANNUAL REPORT

as in…

WORLD’S THIRD BIGGEST 
AUTOMOTIVE GROUP 
WITH THE ALLIANCE
“The Alliance is highly promising. We have 
reached a size sufficient to be competitive 
and to achieve economies of scale, in the same 
way as the three groups that are ahead of us.”
CARLOS GHOSN, 
Chairman and Chief Executive Ofﬁcer of Groupe Renault

Sandouville Plant where the Nissan NV300 van will be built on the same line as Renault Trafic.
The Alliance is the oldest and most successful multicultural 
partnership in the automotive industry. In 2015, the Renault-
Nissan Alliance registered 8.5 million vehicles, setting new 
records in the US, Europe and China. Today, the eight brands 
of the Renault-Nissan Alliance –  Renault, Dacia, Renault 
Samsung Motors, Nissan, Infiniti, Datsun, Lada and Venecia – 
account for around one vehicle in every ten sold worldwide, in 
more than two hundred countries.
COMPLEMENTARY PRESENCE 
IN ALL REGIONS OF THE WORLD
The Alliance sells around one car in every three in Russia and 
France, one vehicle in four in Mexico, and one in five in Spain. 
Without forgetting its position as global leader in electric 
vehicles (EVs). Today, the Alliance accounts for almost one 
electric vehicle in every two sold worldwide. The Alliance is 
FROM FRENCH 
COMPANY 
to global automotive group 
WHEN RENAULT SIGNED A UNIQUE ALLIANCE WITH NISSAN IN 1999, FEW BELIEVED IN THE PROJECT’S 
SUCCESS. SEVENTEEN YEARS ON, THE RENAULT-NISSAN ALLIANCE IS A TITAN OF THE AUTOMOTIVE 
INDUSTRY. CURRENTLY WORLD NO. 4, THE ALLIANCE IS AIMING FOR TEN MILLION REGISTRATIONS 
AND THE NO. 3 SPOT ON THE PODIUM. THE SUCCESS OF THE ALLIANCE IS BUILT ON ITS SYSTEM 
OF CORPORATE GOVERNANCE, WHICH HAS ALWAYS MADE A POINT OF RESPECTING THE FRENCH 
AND JAPANESE IDENTITY AND CULTURE OF RENAULT AND NISSAN. TODAY, THE TWO MANUFACTURERS 
ARE ROLLING OUT A GROWING NUMBER OF PROJECTS AND GENERATING SIGNIFICANT SYNERGIES.
46 WORLD’S THIRD BIGGEST AUTOMOTIVE GROUP WITH THE ALLIANCE

17 YEARS
OF SUCCESSFUL 
PARTNERSHIP.
 Cleon plant (France): 67% of production at the start of 2016 was dedicated to Renault and 33% to the partners.
seeking to remain on a growth path and to achieve market 
share of 10% in all countries with markets of over one million 
vehicles. Its ambition: to become the world’s third-ranking 
automotive group.
AN ORIGINAL CONCEPT
From the founding of the Alliance in 1999, Renault and 
Nissan put in place a model of organization and corporate 
governance based on cross-shareholdings, dictated by 
cultural complementarity and a mutual respect for each 
other’s identity. In this way, the Alliance was able to sidestep 
the process of uniformity that is typically associated with 
the growth of large groups. Despite the size of the Alliance, 
each partner has kept its identity and corporate culture, 
French for Renault and Japanese for Nissan… Alliance deci-
sions are always based on a consensus that aims to respect 
the interests of each partner. Whenever a new project takes 
shape, the question raised is inevitably the same: “will quality 
be better if the Alliance partners work on it together?”.
People in a hurry would argue that this consensual mode of 
operation is time-wasting in some cases… Nevertheless, it 
explains the strength and durability of the Alliance, a model 
that is unique in the global automotive industry. Over the past 
17 years, the partners have demonstrated their resilience in 
weathering a number of major crises, including the tsunami 
in 2004, the global economic crisis from 2008, and the 
Fukushima earthquake in 2011. The recent agreement signed 
by Renault and the French government in December 2015 
reinforces the principle of balance pursued by the Alliance.
47
GROUPE RENAULT 2015 ANNUAL REPORT

negotiated some 30% of total Alliance purchases. Since 
2009, it has handled all purchasing. 
The Alliance has also developed Common Module Families 
(CMF). This approach, which brings savings in both purchas-
ing and design costs, aims to standardize the parts and 
modules that are not seen by customers. With the CMF, the 
Alliance is able to expand its product offering in international 
markets and create flexibility in meeting market needs. In the 
first instance, the CMF approach was developed at the higher 
end of the market. Vehicles such as Renault New Espace, 
Talisman and Kadjar, or Nissan Rogue and Qashqai use CMF-
C/D. The approach was then expanded. Kwid, a compact 
vehicle launched in India in 2015, is based on CMF-A. At 
the same time, CMF-B will be used from the renewal of 
medium-sized vehicles. The Alliance plan is for 70% of its 
new vehicles to benefit from the CMF approach by 2020.
However, the Alliance partners are not simply sharing Com-
mon Module Families more frequently. They are also pooling 
engines and gearboxes. Renault supplies Nissan with diesel 
engines and manual gearboxes, while Nissan supplies 
Renault with gasoline engines and automatic gearboxes. 
Today, 80% of powertrains are co-developed or shared by 
Renault and Nissan.
NISSAN MICRA VEHICLES AT THE FLINS PLANT
The Alliance is also taking full advantage of synergies in its 
production sites. Its main objective is to make maximum use 
of installed production capacity before making further invest-
ments. This explains why, for example, the Renault Flins plant 
is set to build the Nissan Micra in the near future. The 
approach has even been extended to Alliance partners. For 
example, the Renault Maubeuge site builds Citan LCVs on 
THE RENAULT-
NISSAN ALLIANCE
From projects to practical initiatives 
OVER THE PAST 17 YEARS, RENAULT AND NISSAN HAVE DEVELOPED SYNERGIES THROUGH THE ALLIANCE IN THREE WAYS: 
AVOIDING EXPENDITURE WHEN ONE PARTNER CAN BENEFIT FROM A TECHNOLOGY ALREADY USED BY THE OTHER, CUTTING 
COSTS BY TAKING ADVANTAGE OF ECONOMIES OF SCALE, AND INCREASING REVENUE BY POOLING SALES AND MARKETING 
RESOURCES. TODAY, THESE SYNERGIES ARE STILL GROWING AND PROVIDING SUPPORT FOR THE ALLIANCE AS IT MOVES 
TOWARDS ITS SALES TARGET OF TEN MILLION VEHICLES.
  Common Module Family-C/D used 
for both Kadjar and Qashqai.
(1) The results of Alliance 
synergies in 2015 will be 
announced in June 2016.
The synergies achieved by the Renault-Nissan Alliance in 
2015 total an estimated €4.1 billion (1), more than double the 
figure reported five years earlier. Some of these synergies are 
the result of joint purchasing, one of the first sources used 
historically by the Alliance. 
AN APPROACH BASED ON POOLING
In 2001 – just two years after its founding – the Alliance set 
up a shared purchasing entity: the Renault Nissan Purchasing 
Organization (RNPO). In its first year of existence, RNPO 
48 WORLD’S THIRD BIGGEST AUTOMOTIVE GROUP WITH THE ALLIANCE

“My parents’ Renault 11 Turbo was 
sold to a collector after 31 years with 
150,000 kilometres on the clock!” Such 
is the emotional bond that Arthur Ferreira 
has enjoyed with Renault ever since he 
was a young child. Arthur, born in France to 
Portuguese parents who left their country in 
the 1980s, is a happy man. At the age of 28, 
he has finally achieved his goal: to work 
in cars because it is his passion and to work 
at Renault because it has always been his 
favorite brand. After obtaining a Master 2 
diploma in Management with a Purchasing 
major from the SKEMA business school 
in Lille, he naturally gravitated to a position 
as a buyer. But he moved around quite 
a bit before arriving at Renault, which 
should come as no surprise considering 
his admiration for Vasco de Gama 
and Magellan, the great Portuguese 
explorers who are part of his roots. 
He began his career at Nestlé, where 
he purchased packaging, and then moved 
on to PCAS, an industrial chemical group, 
where he procured a range of goods, 
from ballpoint pens to plant reactors. 
During his three years at PCAS, Arthur 
became a manager, responsible for a team 
of eight employees. But despite the 
promotion, he still wanted to work in cars! 
So when he saw a job ad for a purchaser 
position at Renault, he applied immediately. 
He was hired as a Commodity Buyer ADAS, 
notably park assist systems. This initial 
experience has proved highly rewarding for 
Arthur – but he is determined to take things 
further, harnessing all his drive and openly 
stated ambitions.
What motivated you to apply 
for a job at Renault?
The motivation came from my heart 
and my head. My heart, because of 
my passion for cars and the Renault 11 
Turbo of my childhood! My head, because 
of the reputation of the automotive sector, 
and Renault in particular, in terms of 
purchasing methods and organization. 
Also, I love to travel, to slake my curiosity. 
I try to organize a trip at least six or seven 
times a year on the weekend or during 
vacation periods. Joining a large group like 
Renault brings opportunities for travel 
and new discoveries. And I speak French, 
Portuguese, English and Spanish, so I’d be 
happy to work internationally one day. 
Why not in Brazil?!
What do you think of the strategy 
of the Alliance?
Working at Renault-Nissan Purchasing 
Organisation (RNPO), I think I am well 
placed to measure the power of the Alliance, 
which has everything it takes to rank 
among the world’s top-three carmakers 
in the coming years. I am very impressed 
by the ability of the two companies 
to mutually support each other and take 
advantage of their complementary fit 
while remaining independent in respect 
of their cultures.
“Working at Renault-Nissan 
Purchasing Organization 
(RNPO), I think I am 
well placed to measure 
the power of the Alliance.”
INTRODUCING...
Arthur Ferreira, Commodity Buyer ADAS
(Advanced Driver Assistance Systems)  
80%
OF POWERTRAINS
ARE CO-DEVELOPED OR SHARED 
BY RENAULT AND NISSAN.
€ 4.1BN
OF SYNERGIES
ESTIMATED BY THE ALLIANCE
IN 2015.
behalf of Daimler. The Alliance also relies on its own produc-
tion sites. The Chennai plant in India is an excellent example 
of this approach. Opened in 2010, with a capacity of 480,000 
units, it combines the best practices of Renault and Nissan 
through the Alliance Production Way. It can build four different 
platforms and eight body styles on the same assembly line. 
Alongside the production plant, Renault and Nissan have joint 
engineering and business centers. 
We have talked about synergies in purchasing, synergies in 
engineering and synergies in production… but the list would 
be incomplete if we did not also talk about commercial syner-
gies and geographical synergies.
RENAULT IN CHINA: SUPPORT FROM NISSAN
In the sales arena, the Alliance is developing revenue by 
answering tenders from large companies for vehicle sales, 
showcasing its wide brand portfolio. Since winning a contract 
with Danone in 2012 to supply 15,000 vehicles, the Alliance 
has signed further contracts every year. In 2015, it won 
contracts with Mondelez – the world’s largest snack compa-
ny, and with Air Liquide – global leader in gas, technologies 
and services for industry and health. These calls for tender 
concern the delivery of 1,200 and 1,500 vehicles respectively.
In terms of geography, the historic presence of one Alliance 
partner can be a significant advantage for the other. This was 
the case for Renault in China. By building on the strong pre-
sence of Nissan on the Chinese market, and on Dong Feng 
– its historic partner for ten years – Renault was able to build 
its plant in Wuhan in just two years. Without its ally Nissan, 
Renault could never have established itself so quickly in the 
world’s biggest automotive market.
49
GROUPE RENAULT 2015 ANNUAL REPORT

THE RENAULT-NISSAN 
ALLIANCE
From projects to practical initiatives 
To further intensify synergies, the Alliance took a new step 
forward in 2014, setting up four new departments under joint 
Renault-Nissan management: Purchasing, Technology Develop-
ment (Engineering), Manufacturing and Supply Chain Man-
agement, and Human Resources. 
VEHICLES OF THE FUTURE BEARING 
THE STAMP OF THE ALLIANCE
Renault and Nissan are setting their sights on the vehicles of 
the future, and once again, they are combining forces. In this 
way, the global automotive group has announced the launch 
of more than ten vehicles with autonomous drive technology 
between now and 2020. The technology will be installed on 
mainstream, mass-market cars at affordable prices. These 
vehicles will be aimed at the US, Europe, Japan, and China. In 
addition, the Alliance will launch a suite of new connectivity 
applications that will make it easier for people to stay con-
nected to work, entertainment and social networks. To maxi-
mize synergies between Renault and Nissan, these projects 
will be placed under the responsibility of a new department 
set up within the Alliance: the connected vehicles and mobility 
services department. The Renault-Nissan Alliance has a 
research and development budget of around USD 5 billion. It 
has research centers in Atsugi (Japan), Guyancourt (France), 
Farmington Hills in Michigan and Sunnyvale in California, as well 
as engineering centers in India, Brazil, Romania, Turkey and 
China among other places. 
 Chennai plant (India) where Renault Kwid and Nissan Terrano are built.
50 WORLD’S THIRD BIGGEST AUTOMOTIVE GROUP WITH THE ALLIANCE

(1) The Smart built at the Novo Mesto plant is the 4-seater version. The 2-seater version is built at the Daimler 
plant in Hambach. 
10
MORE THAN
VEHICLES WITH 
AUTONOMOUS DRIVE 
TECHNOLOGY 
WILL BE LAUNCHED BY THE ALLIANCE IN CHINA, 
THE US, EUROPE AND JAPAN. 
STRATEGIC COOPERATION WITH DAIMLER 
Building on its open model, the Renault-Nissan Alliance is developing strategic cooperation projects 
with a number of partners. The consistent principle underpinning these agreements is to respect 
the identity of each partner. In this way, the Alliance is working with China’s Dongfeng Motor, Japan’s 
Mitsubishi, the US’s GM, and Germany’s Daimler. With Daimler, a strategic cooperation agreement 
was signed in 2010 as part of cross-shareholdings. In the first instance, the Alliance and Daimler 
identified three cooperation projects, primarily in Europe. Today, the partners are working on thirteen 
major projects across three continents. These include, for example, LCVs: the Mercedes Citan van is 
built by the Renault Maubeuge site on a Kangoo platform. Further, Citan is equipped with a 1.5 dCi 
engine developed jointly by Renault and Daimler, a variant of which is also present on the Mercedes 
A Class and B Class. In the field of passenger vehicles, Renault Twingo and Mercedes Smart share 
the same platform. And both vehicles (1) are built at the Renault Novo Mesto plant in Slovenia. 
The Alliance and Daimler are also cooperating in the field of powertrains, both ICE and electric. 
For example, the partners are developing a new generation of small turbocharged direct-injection 
engines in 3- and 4-cylinder versions, while the latest electric Smart models will be fitted 
with the same electric motor as ZOE, manufactured at the Cléon site. The scope of cooperation 
was recently extended to the field of pick-ups. For example, the Mercedes one-tonne pick-up shares 
its architecture with the Nissan Navara. And all three pick-ups – by Mercedes, Nissan, 
and by Renault – will be built at the Cordoba plant in Argentina. A plant belonging to… Renault.
The Alliance could also move into the area of affordable 
electric vehicles. Chairman Carlos Ghosn discussed this 
possi bility at the opening of the Wuhan plant in China. In 
2015, 331,000 electric or plug-in hybrid vehicles were sold 
in China. That’s six times more than in 2014. What if the 
Alliance could build on its expertise in electric vehicles and 
affordable vehicles to once again take full advantage of its 
synergies in order to develop electric vehicles tailored to 
emerging markets?
 Revoz plant (Slovenia): New Twingo and Smart (4-seater version) share the same platform.
51
GROUPE RENAULT 2015 ANNUAL REPORT

For the over 120,000 men and women working at Groupe 
Renault, career opportunities are in line with the size and 
diversity of the Alliance, which works on all the continents and 
is developing its eight brands in nearly 200 countries.
Whether in design, manufacturing, sales or the support func-
tions, the breadth and diversity of the skills exercised at the 
Renault-Nissan Alliance are practically infinite, especially 
since the Alliance works in close cooperation with a number 
of partners, including Daimler, Mitsubishi, Dongfeng Motor 
and GM. This presents an extra opportunity to enhance the 
experience and skills of numerous employees as well as to 
attract new talented individuals interested by the prospect of 
varied and dynamic career paths as part of a truly international 
environment.
JOINT MANAGEMENT
The convergence of the HR function has given rise to the joint 
management of the employees of the two companies. In the 
different countries and geographical regions, that conver-
gence has taken on a highly concrete dimension. For exam-
ple, in Brazil, Russia and Ukraine, the HR organization system 
is common to Renault and Nissan. The same is true for 
WORKING
at a unique Alliance
WORKING FOR GROUPE RENAULT IS ABOUT WORKING AS PART OF THE RENAULT-NISSAN 
ALLIANCE. IT IS ABOUT BEING ONE OF 430,000 EMPLOYEES EXPRESSING THEIR TALENTS 
AND SKILLS AT THE WORLD’S NUMBER-FOUR AUTOMOTIVE GROUP. THE ISSUE OF RESOURCES 
IS KEY TO SUPPORTING THE GROWTH OF THE ALLIANCE, WHICH SINCE 2014 HAS RELIED ON 
A “CONVERGED” HUMAN RESOURCES FUNCTION. THE OBJECTIVE? TO FOSTER DIVERSITY 
AND DEVELOP TALENTS AT THE TWO COMPANIES.
 In 2015, the commitment rate of Groupe Renault employees reached 75%, eight points higher than the overall average of surveyed companies.
52 WORLD’S THIRD BIGGEST AUTOMOTIVE GROUP WITH THE ALLIANCE

the Regions. In China and Latin America, a single director is 
responsible for human resources for the Alliance: a director 
from Renault for China and from Nissan for Latin America.
The joint management of human resources favors the develop-
ment of talents and the promotion of diversity within the 
teams. By offering a more rewarding path for employees, it 
serves to boost the commitment of employees while fostering 
the adoption of an Alliance spirit, above and beyond the 
attachment to its constituent companies.
REWARDING INTERWEAVING CAREER PATHS
Staff exchanges between the two partners have existed since 
the start of the Alliance. They have been stepped up over the 
years apace with the increase in projects. Today, a Renault 
employee working at the Chennai plant in India, which pro-
duces vehicles for both partners, works both for Renault and 
for Nissan. The same applies for all the converged functions, 
including engineering and manufacturing. Each employee 
works on projects shared by the two companies as part of an 
international environment.
The determination to build on the richness of the interweaving 
career paths at the Alliance is also demonstrated by Alliance 
directors in a number of countries. Renault in Mexico is 
directed by a Mexican who used to work at Nissan, while 
the director of Nissan in India is a French person from 
Renault. In the Regions, numerous and frequent exchanges 
are organized, for example between Nissan Europe and 
Renault in France. The converged HR function also steers 
policy on shared objectives –  including the recruitment of 
more women, particularly in key positions – and on the tools 
used. For example, Renault and Nissan for many years 
conducted an employee survey with different methodologies. 
But since 2014 they have used the same survey. The survey 
helps to measure the commitment of employees, their 
confidence in their company and management, and their 
understanding of strategic issues. Sharing the results is an 
invaluable resource for implementing joint action plans and 
pursuing the development of human capital at the partners of 
the Alliance. In 2015, commitment rate of Groupe Renault 
employees reached 75%.
430,000
PEOPLE
WORK FOR THE RENAULT-NISSAN ALLIANCE.
 Employee exchanges between the two partners have existed since the start of the Alliance.
  For the over 120,000 men and women working at Groupe Renault, career 
opportunities are commensurate with the size and diversity of the Alliance.
53
GROUPE RENAULT 2015 ANNUAL REPORT

Ready...

READY... FOR TOMORROW 
“The vehicle of the future will be electric. 
It will be autonomous and connected. 
This will involve developing a wide range 
of technologies and processes, finding 
partnerships and making choices. 
The coming years will be exciting.”
CARLOS GHOSN, 
Chairman and Chief Executive Ofﬁcer of Groupe Renault

AUTONOMOUS VEHICLES :
GREATER SAFETY AND MORE FREE TIME 
Today, more than 90% of road accidents are caused by 
human error. Partial or fully autonomous functions provide 
driver assistance in order to reduce the number of accidents. 
Autonomous vehicles therefore play an important role in im-
proving road safety. They are an opportunity for Renault to 
pursue its efforts to increase the active and passive safety of 
its vehicles. As well as improving safety, autonomous vehicles 
could maximise time for motorists. Europeans spend an 
average 300 hours in their cars ever
 
y year, and significantly 
more in areas of heavy traffic, particularly large cities. By 
2020, with the arrival of upgraded onboard connectivity 
systems,
 
 driving time could gradually become useful time, 
devoted to either work or leisure. 
TOWARDS GREATER CONNECTIVITY
In the area of connected vehicles, Renault customers have 
access to one of the best onboard systems on the market: the 
R-LINK multimedia tablet, linking the automotive world with 
today’s connected lifestyle. Renault has also developed 
R&Go, a free app grouping all the infotainment services on a 
smartphone. At the end of 2016, a new mobile app will be 
rolled out for remote interaction with the vehicle, further rein-
forcing the link between the customer and the brand. In the 
short and medium term, taking advantage of recent techno-
logical pro gress, Renault will extend the range of connected 
apps and services available to its customers.  
TOWARDS NEW REGULATIONS 
The potential of autonomous vehicles is currently limited by 
regulations. Current regulations require the presence of a driver 
with their hands on the wheel and their eyes on the road. The 
driver needs to remain vigilant and be able to take back 
control at any time, even in autonomous mode. Changes to 
regulations could take several years, but Renault has already 
drafted its own roadmap for the next few years.
As part of the Alliance with Nissan, Renault is developing its 
vision of an autonomous and connected vehicle that is both 
In 2014, Renault shared its vision of autonomous vehicles 
with the Next Two protoype, combining autonomous driving 
with advanced connected features. Through this vision of the 
vehicle of the future, Renault’s aim is to make driving safer, 
more enjoyable and maximising time for the driver. Renault 
has already made spectacular improvements on active safety 
through the roll-out of ADAS (Advanced Driver Assistance 
Systems), now available on Renault core range, and the progress 
made in terms of passive safety. In just 15 years, the number 
of serious or fatal onboard accidents involving Renault 
vehicles has fallen by 80% in France.
 
 Moreover, extending 
the range of connected services is another step forwards in 
developing greater interaction between motorists and their cars.
 
THE VEHICLE 
of tomorrow according to Renault 
IN LESS THAN TWO YEARS, RENAULT HAS REVEALED THE MAIN LINES OF THE INNOVATIONS THAT ARE 
SET TO SHAPE THE FUTURE OF THE CAR. AMONG THEM, DELEGATED DRIVING FUNCTIONS THROUGH 
THE AUTONOMOUS VEHICLE, AND THE ARRIVAL OF NEW DEVELOPMENTS AND CONNECTED SERVICES. 
OVER THE NEXT FEW YEARS, THE EMERGENCE OF THESE NEW TECHNOLOGIES WILL LEAD TO CHANGES 
IN BOTH DRIVER BEHAVIOUR AND REGULATIONS. STAYING ONE STEP AHEAD, THE RENAULT-NISSAN ALLIANCE 
HAS ALREADY ANNOUNCED THE LAUNCH OF MORE THAN TEN VEHICLES EQUIPPED WITH AUTONOMOUS 
DRIVING TECHNOLOGY BY 2020.
  Advanced Driver Assistance Systems (ADAS) available on Renault core range vehicles improve road safety.
58 READY... FOR TOMORROW

Working on the vehicles of the future 
at Groupe Renault is a dream come true 
for Fatou Diouf, a Franco-Senegalese 
woman who always wanted to become 
an engineer and work in the transport sector 
as part of a large international company! 
Her taste for all things international comes 
from her father, who served in the merchant 
navy. After her baccalauréat in Senegal, 
Fatou moved to France and obtained 
a diploma as a general engineer in electrical 
engineering from the École supérieure 
d’ingénieurs en génie électrique (ESIGELEC) 
in Rouen. At the same time, as part 
of a dual-diploma course, she obtained 
a Masters of Science in Electrical 
Engineering in the United States. She then 
went on to complete a PhD at the Institut 
de recherche en systèmes électroniques 
embarqués (the IRSEEM institute for 
research in on-board electronics systems). 
Her thesis subject was the electromagnetic 
compatibility modelling of direct current 
motors. Doctor Diouf began her professional 
career in the aerospace sector. But she soon 
found her way to Renault. Since early 2016, 
she has been working at the company as 
a specialist in electromagnetic compatibility, 
exploring the worlds of power inverters 
and alternating and direct current. 
Her engaging work nevertheless leaves 
her with some free time. And when she 
wants to recharge her batteries, she dips 
into the works of her favorite writers, 
including Ernest J. Gaines, Chinua Achebe 
and Ousmane Sembène. Before happily 
returning to the Technocentre. Between 
Fatou and Renault, the current is most 
definitely direct!
What motivated you to apply 
for a job at Renault? 
A large company such as Renault 
has extensive research and innovation 
resources. In my field of work, that 
is a tremendous asset! I also have some 
friends at Renault who talked to me 
enthusiastically about the openness 
of the company. And that’s something 
I noticed immediately when I joined 
the company. I also appreciate the fact 
that the group is developing on the African 
continent, to which I remain deeply 
attached.
What do you think about how 
Renault is working on the vehicles 
of the future?
Renault’s commitment to and leadership 
in electric vehicles are clearly key 
for an engineer specialised in electronics 
like myself. The pioneering side 
of the company bodes well for a player 
on the front line of the development 
of tomorrow’s vehicles. Renault’s vision 
– electric, autonomous and connected 
vehicles – is naturally extremely motivating. 
And the framework of the Alliance will 
provide Renault with the means to rank 
among the leaders.
“The group’s vision 
of the vehicle of the future 
is very inspiring. And the 
framework of the Alliance 
will provide Renault with 
the means to rank among 
the leaders.”
INTRODUCING...
Fatou Diouf, Electromagnetic Compatibility Specialist
safe and affordable. This vehicle will be rolled out in stages, 
in order to make it available to the greatest number. To 
achieve this, Renault is relying on the Alliance’s research 
centres, including Sunnyvale, in the heart of California’s 
Silicon Valley (see page 50). The Renault-Nissan Alliance has 
announced the launch of more than ten vehicles equipped 
with autonomous driving technology between now and 2020.
Renault’s autonomous, connected vehicle will not be reserved 
for an elite with the means to acquire it. In this area, Renault 
is pursuing the same approach as for its range of affordable 
electric vehicles. Because progress is pointless unless it is 
shared, Renault is working on an autonomous, connected 
vehicle, available to the greatest number, simple and user-
friendly, with a range of possibilities for personalization.
90
MORE THAN
%
OF ROAD ACCIDENTS 
ARE CAUSED BY HUMAN ERROR.
59
GROUPE RENAULT 2015 ANNUAL REPORT

RENAULT, THE FIRST EUROPEAN VEHICLE 
MANUFACTURER TO BELIEVE IN ELECTRIC VEHICLES
“With human activities accounting for around 15% of CO2 
emissions and global oil consumption for around 25%, the 
automotive industry is contributing to the problem of global 
warming. At Renault, we have decided to be part of the solu-
tion. Electric vehicles are the only existing, practical and 
affordable means of transport able to address the environmen-
tal issues facing the planet. Particularly as they are available 
right now.” This quote from Carlos Ghosn effectively sums up 
Renault’s approach as the first European vehicle manufacturer 
to believe in electric vehicles.
Electric vehicles emit no CO2 while on the move. For this reason, 
their carbon footprint is smaller than that of ICE and hybrid 
drivertrains in Europe. And it is shrinking still further as rene-
wable energies become more widely used in electricity 
generation. Improvements in the recycling of batteries and 
their growing role in smart grids make the electric ecosystem 
even more attractive. Particularly in the light of the continued 
development of charging infrastructure along with geater 
battery range. EVs also protect air quality since they emit no 
exhaust pollutants (particulates, nitrogen oxides, etc.). This is 
a decisive argument in parts of the world that suffer from 
chronic air pollution.  According to a study conducted in Rome 
by ARIA Technologies, if electric vehicles made up 20% of the 
vehicles on city roads, particle levels would fall by up to 30% 
and nitrogen oxides by up to 45% in areas where exposure 
is  highest. Building on all these strong points, the electric 
It has taken less than ten years for perceptions of electric 
vehicles to swing from scepticism to enthusiasm. Why this 
change in perception? Because electric vehicles are the only 
technical solution able to address the fourfold challenge 
of depleting fossil resources, growing global mobility needs, 
climate change, and air quality in the city!
ELECTRIC 
VEHICLES 
for today… and tomorrow 
WHEN CARLOS GHOSN ANNOUNCED RENAULT’S STRATEGY IN ELECTRIC VEHICLES AT THE 2009 
FRANKFURT MOTOR SHOW, HE MET WIDESPREAD SCEPTICISM. LESS THAN ONE DECADE LATER, 
MOST VEHICLE MANUFACTURERS HAVE ADOPTED ELECTRIC MOBILITY! EVERY THREE MINUTES, 
AN ELECTRIC VEHICLE IS SOLD SOMEWHERE IN THE WORLD. FIRMLY ESTABLISHED AS EUROPEAN 
LEADER, RENAULT IS DEFENDING ITS VISION OF MAKING ELECTRIC MOBILITY AVAILABLE 
TO THE GREATEST NUMBER, RENEWING DRIVING PLEASURE AND REINVENTING 
OUR RELATIONSHIP WITH CARS.
 Electric vehicles will benefit from the accelerated development of charging infrastructure. 
60 READY... FOR TOMORROW

vehicle market has grown strongly in recent years. Between 
2014 and 2015, it expanded by 63%. 
ZOE AND KANGOO Z.E., EUROPEAN LEADERS
The Renault-Nissan Alliance is global leader, accounting for 
one in every two electric vehicles sold around the world. With 
its six models, the Alliance has already sold more than 
300,000  units since launch. That’s more than half of the 
electric vehicles currently on the road. In Europe, Renault is 
not only a pioneer but also market leader. In 2015, it reported 
a 49% rise in sales of electric vehicles (excluding Twizy) for 
market share of 23.6%. In 2015, ZOE was Europe’s best-seller 
with more than 18,700 registrations, while Kangoo Z.E. was 
the most popular electric LCV. Renault is also leader on a 
number of markets, including France, where it accounts for 
61% of EVs sold. And this success looks set to grow with the 
launch of a new electric motor with substantially increased 
range: the R240, manufactured by the Cléon plant. The R240 
is a motor of innovative design and architecture, for which 
Renault has filed 95 patents. Renault engineers were able to 
downsize the engine by 10% with no trade-off in performance 
(power, torque, etc.).
A pioneer and leader in electric vehicles, Renault defends an 
approach to electric vehicles that resembles its vision of inno-
vation – worthwhile only if it is shared by the greatest number. 
In order to make a positive impact on the environment, elec-
tric vehicles must be widely available. As part of this aim, 
Groupe Renault is the only manufacturer to market a wide 
  Kangoo Z.E. and ZOE, the leaders in their respective segments in Europe. 
 Layout of the motor and battery on Kangoo Express Z.E.
+
%
INCREASE IN RENAULT 
ELECTRIC VEHICLE
SALES IN EUROPE IN 2015 (EXCLUDING TWIZY).
49
61
GROUPE RENAULT 2015 ANNUAL REPORT

The well-to-wheel CO2 emissions of a vehicle such as ZOE in Europe are set to halve between now and 2030.
become fervent enthusiasts. At the last Frankfurt Motor Show 
in 2015, a host of new models were on display. Renault has 
announced the production of an EV at the Wuhan plant in 
China, in 2017. It will be marketed under a local Dongfeng 
brand for the Chinese market only.
EVs will continue to deliver increasing environmental benefits 
in the future. Today, 56% of new power plants (and even 72% 
in Europe) use renewable energies. As a result, we can expect 
to see the the well-to-wheel carbon emissions of a vehicle 
such as ZOE in Europe falling by more than half between now 
and 2030! 
Electric vehicles will also benefit from the faster roll-out of 
charging infrastructure. Although slow initially, infrastructure 
development has gathered pace in  recent years, with an in-
crease of between 30 and 60% since 2013. Today, more than 
100,000 charging points exist worldwide, of which 60,000 in 
Europe. In France, the number of points is expected to triple 
between 2015 and 2017, from 12,000 to around 40,000.
At the same time, a growing number of municipalities world-
wide are expected to put in place incentives promoting EVs, 
following the example of initiatives seen in recent years. For 
example, free street parking, as in Paris, Bordeaux, Nice, 
Oslo, Madrid, and Monaco, exemption from congestion 
range of four vehicles, at prices equivalent to those of ICE 
vehicles, in countries with purchasing incentives for electric 
vehicles.
ELECTRIC VEHICLES OF TOMORROW
What will the electric vehicles of tomorrow look like? Firstly, 
they are sure to be an increasingly common sight! Encouraged 
by pioneers such as Renault, most vehicle manufacturers – 
including those who were the most open critics of EVs – have 
“
 In order to make a positive impact on the environment, 
electric vehicles must be widely available. As part of this aim, 
Groupe Renault is the only manufacturer to market a wide 
range of four vehicles, at prices equivalent to those 
of ICE vehicles, in countries with purchasing incentives 
for electric vehicles.”  
ELECTRIC VEHICLES 
for today… and tomorrow 
62 READY... FOR TOMORROW

charges, as in London and Milan, or access to reserved lanes, 
as in Oslo.
A DEVELOPING ECOSYSTEM
Renault will continue to contribute fully to the development 
of the ecosystem around electric vehicles. An ecosystem with 
a growing number of players: the international community, 
governments, municipalities and companies. In 2015, 
Renault joined forces with Nissan and Bouygues Energies et 
Service to launch the Elsa project – Energy Storage Advanced 
System – co-financed by the European Commission. The aim 
is to develop and market power storage systems using 
second-life batteries. In 2016, six sites in France, the UK, 
Italy, Germany and Spain will be equipped with these 
systems, which span a wide range of applications, including 
office buildings, districts and industrial sites. 
Renault is also looking ahead to the mobility requirements of 
the future, by developing partnerships based on car-sharing. 
In 2014, it co-founded BlueAlliance with the Bolloré Group, 
providing the basis for jointly run car-sharing services in 
Europe. In 2015, this cooperation was expanded to include 
production, since the Renault plant in Dieppe now assembles 
the Bolloré Bluecar. Further, RCI Banque (Groupe Renault) has 
set up its own subsidiary, RCI Mobility, to develop company 
car-sharing, along with any other vehicle-linked mobility 
services. Twizy and ZOE vehicles are already available as part 
of car-sharing initiatives in a number of European countries 
(Italy, UK, Germany, Denmark)… and even in Malaysia!
Pipedream yesterday, reality today, electric vehicles are 
becoming part of the urban and rural landscape. A pioneer 
and a leader, Renault is contributing fully to this transforma-
tion, promoting mobility that respects the environment while 
changing practices on roads all over the world, and even on 
the race track, as demonstrated by the brand’s involvement in 
the Formula E electric racing world championship. Another 
form of commitment was shown by the group employees who 
volunteered to drive the fleet of electric vehicles supplied for 
officials at the COP21 summit (see page 73).
 Twizy and ZOE in Perugia, Italy.
MORE THAN
100,000
CHARGING POINTS
EXIST WORLDWIDE TODAY, 
OF WHICH 60,000 IN EUROPE.
63
GROUPE RENAULT 2015 ANNUAL REPORT

ACTING
as a global, close 
and committed 
player

“
Social, societal 
and environmental responsibility 
is a mindset.” 
CLAIRE MARTIN, 
Vice President CSR and Managing Director of the Renault Foundation
Social, societal and environmental responsibility is a mindset 
that concerns each employee, manager and decision-maker 
at the group. This mindset is expressed every day as much in 
the taking of key decisions with significant economic stakes 
– for example, making all our cars and our manufacturing 
system less polluting – as in smaller, day-to-day decisions, 
such as installing a ramp to make the group head office 
accessible to the disabled.
It is part of a “glocal” movement as it meets objectives on 
three levels:
 
 
 
 
 
 
global level, by controlling risks throughout the supply and 
distribution chain;
territorial or regional level, by actively contributing to revi-
talizing the regions in which the company operates;
and local level, for example by contributing to the protection 
of ecosystems or by helping to repair disasters.
With COP21 held in Paris in 2015, public opinion and the 
attention of civil society was focused on the environmental 
policies and performance of businesses and how they are 
reducing the climate impact of their activities. Consistent 
with the commitments taken since 2010 and which have 
produced concrete results, Renault has successfully 
responded to the growing and legitimate requirements of 
the public: Renault is the leading manufacturer of electric 
vehicles (EVs) in Europe for the third consecutive year. The 
commitment to EVs is the result of a strategic decision made 
in 2009, and reiterated at the COP21 event in Paris, of which 
the Renault-Nissan Alliance was, with its employees, proud 
to be a partner. Because beyond advocacy, concrete and 
effective solutions needed to be developed to begin revolu-
tionizing the way we use automobiles.
But this event, for which we made considerable efforts, has 
not made us forget our other initiatives.
Those whereby we guarantee each one of our employees, 
regardless of their country, responsible and ethical manage-
ment respectful of differences.
Those fostering social dialogue at the service of employ-
ment – with 1,000 recruitments in France in 2015 – and 
the  competitiveness of the group. For example, the RSM 
competitiveness agreement in South Korea.
And our socially-minded initiatives for the most vulnerable 
individuals, people with disabilities or in precarious situa-
tions. This is the case with the Mobiliz program, which 
provides solutions to facilitate more affordable mobility that 
is more favorable to economic and social integration, for 
example by making driving licenses less expensive to obtain.
In a world subject to sweeping change, Renault with its 
employees, partners and allies is committed to a sustainable 
transformation with a view to offering a more inclusive, 
connected, shared, low-carbon and safer mobility. This is 
our remit, our reason for being – and our source of pride.
67
GROUPE RENAULT 2015 ANNUAL REPORT

SUSTAINABLE 
MOBILITY FOR ALL 
Dialogue between Mary Crass and Philippe Schulz
THE INTERNATIONAL TRANSPORT FORUM (ITF) IS THE ONLY INTERNATIONAL ORGANIZATION WORKING ON TRANSPORT ISSUES WITH A GLOBAL REACH. ITS REMIT? 
TO PROMOTE SUSTAINABLE SOLUTIONS ENSURING SOCIAL INCLUSION AND ECONOMIC DEVELOPMENT. HERE WE TAKE A LOOK AT A DIALOGUE BETWEEN MARY CRASS, 
HEAD OF RELATIONS FOR THE ITF, AND PHILIPPE SCHULZ, RENAULT LEAD EXPERT FOR THE ENVIRONMENT, ENERGY AND RAW MATERIALS.
Philippe Schulz: ITF and Renault have so much in 
common! We seek to promote sustainable mobility 
for all by adapting to our markets. Just as you do 
with your policy, which is both global and local. 
We are keeping a close eye on the Global fuel 
economy initiative (GFEI) that you support. 
It provides methods and best practices for reducing 
CO2 emissions and improving the energy efficiency 
of cars.
Mary Crass: It’s true that we share a number 
of topics! Our role is to foster dialogue between 
all the players in the transport sector on key 
questions for decision-makers. Those questions 
include new forms of urban mobility, the impact 
of transport on CO2 emissions, traffic congestion 
in cities, and the use of big data. You mentioned 
the GFEI. This initiative has become a shared 
benchmark for improving the energy efficiency 
of the cars on the road by 50% between now 
and 2050 in 100 countries.
P. S.: At Renault, we aim to reduce our carbon 
footprint by 3% a year across the entire life 
cycle between 2010 and 2016. That rate is twice 
as high as the industry average. So we have 
a broader approach than our rivals, involving 
our entire production system, supply chain 
and workforce. Broad and shared responsibility 
is the only way to achieve real results 
on the reduction of carbon emissions.
M. C.: Transport today accounts for roughly 
a quarter of the world’s annual CO2 emissions. 
And that share continues to grow. One of the key 
issues is using passenger cars in a low-carbon 
sustainable mobility ecosystem that is safe, 
connected, and even shared.
One word about electric mobility. Studies show that 
the virtues of electric vehicles (EVs) also depend 
on the way a country produces its energy. 
EVs are virtuous for the environment but more 
expensive than internal-combustion vehicles. 
Which is why we have yet to reach mass impact 
with EVs. But this will remain our objective.
P. S.: EVs emit no CO2 or local pollution in use 
and will benefit directly from progress in low-carbon 
electricity production. Also, more EVs on the road 
means economies of scale for consumers.
M. C.: That’s right. The changes in the transport 
sector are tremendous. Technology is crucial to 
these improvements and policy needs to encourage 
individuals and companies to change their behavior. 
I’d also like to mention road safety. Major progress 
has been achieved. But we need to uphold 
our efforts. We are working to renew the approach 
to road safety, making it more systemic by paying 
attention to all influencers and all the factors 
involved and by developing a more global database.
To sum up, the sustainable development challenges 
arising from COP21 are still ahead of us. But I have 
never felt this much engagement to resolving 
the CO2 emissions problem and improving transport 
efficiency by building a more inclusive, fair 
and safer society.
Mary Crass manages the institutional relations 
of the International Transport Forum (ITF).
She is responsible for relations with member 
countries and international organizations. 
She contributes to ITF work on urban travel 
and accessibility issues, among others. 
She holds a Master’s from John Hopkins 
University and a BA from the University 
of Texas. 
Philippe Schulz is Lead Expert 
for the environment, energy and raw 
materials at Renault. He joined the group 
in 2004 after having worked at Elf and Total. 
He is a graduate of École supérieure 
de chimie industrielle de Lyon and holds 
a PhD in Chemistry from Bochum University 
in Germany. 
68 CORPORATE SOCIAL RESPONSIBILITY

FCPE MOBILIZ,
a socially-responsible employee 
investment fund 
With the “Renault Mobiliz Solidaire” employee investment 
fund launched in February 2015, employees can give 
more meaning to their savings and, more broadly, 
become involved in social entrepreneurship initiatives 
supported by Mobiliz Invest. The socially-responsible 
part of the employees’ contributions is invested in Mobiliz 
Invest to contribute to the financing of socially-minded 
projects. Over 3,100 employees have shares in the 
FCPE Mobiliz fund.
PARTNER
of ﬁ re ﬁ ghters 
Renault works together with French fire fighters, 
having donated 350 latest-generation vehicles in 2016. 
It also contributed to all national training courses 
on road safety and electric vehicle interventions 
and renewed its partnership with the national fire-fighter 
federation. Renault is also involved in research 
and development relative to vehicle upgrades aimed 
at making fire-fighter interventions more simple 
and safe. 
 SUSTAINABLE MOBILITY INSTITUTE 
opens its programs to Nissan
Renault, the Renault Foundation and ParisTech founded 
the Sustainable Mobility Institute in March 2009. 
The objective is to identify challenges in the future 
of passenger transport and the design of innovative 
and environmental mobility systems. In 2015, as part 
of the Alliance, the Institute opened its programs 
to Nissan and extended its activity to include 
autonomous and connected vehicles.
 THE ALLIANCE 
partners COP21
The Renault-Nissan Alliance officially partnered 
COP21 by providing the 30,000 delegates accredited 
by the UN with a fleet of 200 Renault and Nissan 
electric vehicles with drivers. Alliance electric vehicles 
transported nearly 8,000 delegates from their hotels 
to the conference venue, travelling a total 175,000 km 
and preventing the emission of 18 metric tons of CO2.
 100 % ELECTRIC 
Renault, the top-seller in Europe
Renault electric vehicle sales rose 49% in 2015 
to 23,086 units. More than one in five electric vehicles 
sold is by the Renault brand, which holds a 60% 
share of the market in France. ZOE is the top-selling 
electric car and Kangoo Z.E. the top-selling electric 
light commercial vehicle in Europe.
 ECO2 
A new signature
The ECO2 signature was launched in May 2007 
to designate the most ecological and economical 
vehicles in the range. To maintain the selective 
character of the signature, Renault toughened up 
the eligibility criteria in 2015. To qualify, a vehicle 
must be powered by a Euro6 engine, have 
a reduced carbon footprint and be produced 
at an ISO 14001-certified plant.
HIGHLIGHTS
in 2015
69
GROUPE RENAULT 2015 ANNUAL REPORT

KEY FIGURES
in 2015 
RENAULT FOUNDATION 
 
socially-responsible
300
 
Renault garages
80
rescue codes
,000
 
sold in France
university
12
chairs
scholarship
80
 
students
countries
12
42
partner 
universities
Groupe Renault
carbon footprint
-
%
a year on average, between 2010 and 2015, 
per vehicle sold worldwide. 
3.7
CSR programs worldwide
380
70 CORPORATE SOCIAL RESPONSIBILITY

ETHICS
and cybersecurity
THE COMPANY IS SUBJECT TO ETHICAL RISKS OF MULTIPLE ORIGINS. SOME OF THESE RISKS DID NOT EXIST 
A FEW YEARS AGO, HAVING EMERGED RECENTLY ON A LARGE SCALE, AMONG THEM CYBER-ATTACKS. 
TO ADDRESS THESE RISKS, RENAULT IS MOBILIZING ITS EMPLOYEES, FUNCTIONS AND RESOURCES. 
CLAUDE BALAND, DIRECTOR OF ETHICS, TALKS ABOUT ETHICAL ISSUES AT RENAULT.
In what way does company ethics play 
a decisive role in Renault’s future? 
Claude Baland: Today, no company can neglect 
the weight of brand awareness and image on its 
sustainable performance, as recent news shows. 
This is why the respect of values and ethical 
principles contributes to the success of Groupe 
Renault. This corresponds to the expectations 
of employees and all our stakeholders, who count 
on the exemplarity on behavior at levels and in 
all group activities. 
What has Groupe Renault done thus far 
to promote ethical values at the company? 
C. B.: Renault has opted for “shared ethics”, 
meaning that we expect each employee 
to respect our stated values and to set an example 
in their implementation. Fostering ethical behavior 
hinges on the drafting of a body of texts (ethical 
charter, codes of ethics, anti-fraud and corruption 
guide), raising managerial awareness, training 
for staff, and the rigorous and fair collegial 
management of any failings that may be 
observed.
What are your main focuses today?
I would mention three:
• 
• 
• 
maintaining our vigilance and high standards
 
 
on the fight against corruption;
pursuing our efforts on the integration
 
 
of ethical exemplarity in managerial behavior 
of managers;
and ensuring that the remit of the Ethics
 
 
Department regarding the protection of 
personal data is considered as a key concern, 
both internally and regarding our customers.
“
The respect of values 
and ethical principles contributes 
to the success of Groupe Renault. 
This corresponds to the 
expectations of employees 
and all our stakeholders.”  
 Claude Baland, Director of Ethics.
10
NEARL,
Y
000
EMPLOYEES 
ATTENDED TRAINING IN 2015 ON ETHICAL 
BEHAVIOR IN THE 15 COUNTRIES WITH 
A CORRESPONDENT.
THE FIGHT AGAINST CYBERCRIME 
The development of digital technologies poses new risks, including information theft 
and manipulation, cyber-extortion and hacking. In 2015, Renault, like many other companies, 
was confronted with cyber-extortion attempts, which were averted by the security procedures 
in place. Cyber-criminality is an inescapable reality whose implications go beyond finance, 
potentially impacting the reputation – and even the long-term future – of the company. 
To address this increasingly complex issue, Renault has set up two coordination bodies: 
an Information Control orientation committee, chaired by the EVP Office of the CEO, and an 
Information Risks committee, chaired by the EVP Chief Competitive Officer. 
71
GROUPE RENAULT 2015 ANNUAL REPORT

“We wanted to underscore our support of an ambitious 
agreement on the climate, but also to showcase the immedia-
tely available and effective solution constituted by electric 
vehicles to the issue of climate change.” These words from 
Claire Martin, Vice President, Corporate Social Responsibility 
and the Renault Foundation, sum up the commitment of the 
Renault-Nissan Alliance, which decided to officially partner 
COP21 by providing a fleet of electric vehicles. The initiative 
was a world first for an international conference of this scale!
Because cars account for 17% of the world’s greenhouse gas 
emissions, the Renault-Nissan Alliance is working to be a part 
of the solution to environmental challenges. Since 2010, 
Renault has with its partner Nissan proposed the immediate 
solution of electric vehicles, which have a reduced overall 
carbon footprint and can be powered by 100% renewable 
energy. The Renault-Nissan Alliance, the world leader in zero- 
emission electric mobility in use, having sold over 300,000 
electric vehicles worldwide since its launch, is on the leading 
edge of the transition to low-carbon mobility.
AMBASSADOR OF THE ALLIANCE
AND ELECTRIC MOBILITY
As part of the Paris agreement, the Alliance provided dele-
gates with a fleet of 200 electric vehicles from the Renault 
and Nissan ranges. ZOE, Nissan Leaf and e-NV 200 trans-
ported nearly 8,000 accredited delegates between their 
RENAULT 
official partner of COP21
THE EYES OF THE WORLD WERE RIVETED ON PARIS FROM NOVEMBER 30 TO DECEMBER 12, 2015.
THE 21ST UNITED NATIONS CLIMATE CHANGE CONFERENCE (COP21) HELD IN THE CITY LED TO 
A LEGALLY BINDING AND UNIVERSAL AGREEMENT ON THE CLIMATE (1). PARTICULARLY COMMITTED 
TO THE PLANETARY EVENT, THE RENAULT-NISSAN ALLIANCE WAS ABLE TO DEMONSTRATE ITS 
HANDS-ON ENGAGEMENT TO THE FIGHT AGAINST CLIMATE DISRUPTION.
 ZOE and Nissan Leaf in front of the Grand Palais in Paris, for the 21st United Nations Climate Change Conference.
72 CORPORATE SOCIAL RESPONSIBILITY

hotels and the conference venue, for a total distance of 
175,000 km. In all, the initiative prevented the consumption 
of 182 barrels of oil and the emission of 18 metric tons of 
CO2. Some 160 volunteer Alliance employees, selected and 
specially trained for the event, were able to get personally 
involved in the partnership by becoming fleet drivers. “I have 
done something useful for the company, for myself and for 
the planet,” said one of the employees, transformed for the 
event into an ambassador of the Alliance and electric mobility.
(1)The 196 parties at the conference reached an agreement on the financing 
involved, with a view to limiting the increase in the planet’s temperature 
to under 2°C compared with pre-industrial levels, and even to 1.5°C by 2100.
Laurence Tubiana: Transitioning to 
a low-carbon development model – the only 
one that will enable us to keep global warming 
below 2°C – requires the involvement of 
everyone. We all have to consider how we can 
reinvent ourselves and seize the opportunity 
(and the economic opportunity) represented 
by the fight against climate disruption. 
Companies have their role to play. Not only 
can they demand a clear policy direction 
from governments (which they can then 
support), they can also engage in a hands-on 
manner by taking ambitious and voluntary 
initiatives, such as reducing emissions and 
committing to renewable energy sources, 
or by joining multi-player coalitions. Numerous 
companies are rallying around such efforts. 
This is true of the Renault-Nissan Alliance, 
in particular through all of its initiatives 
in electric vehicles.
They can also engage by devising new 
solutions based on more economical 
and virtuous production and consumption 
approaches, such as the circular economy 
or collaborative consumption. 
Brice Lalonde: We have a common enemy: 
coal and fossil fuels. Burning these fuels is 
drastically changing the future of humanity. 
But to fight against global warming we need 
to change the way we produce and consume. 
And doing so without the involvement 
of companies is impossible!
Companies know that climate change 
exists and that they cannot avoid it given 
the costs generated by its consequences, 
including potential regulatory risks. As good 
citizens, they have realized that they can grow 
only in a healthy society. With electric vehicles, 
the Renault-Nissan Alliance has developed 
a concrete solution to climate issues. 
This is very good news! Other sectors also 
have solutions. What they need is stable 
and predictive policies. And heads of state 
around the world should be able to help 
them in that respect.
The social responsibility 
of the automotive industry
  Laurence Tubiana, special representative 
for COP21.
  Brice Lalonde, former minister and ambassador 
responsible for climate change negotiations.
  Some 160 volunteer Alliance employees were able to get personally 
involved in the partnership by becoming fleet drivers.
200
RENAULT
AND NISSAN
ELECTRIC VEHICLES WERE 
PROVIDED TO COP21.
18 metric tons
CO2 EMISSIONS 
WERE THUS PREVENTED.
WE MET WITH LAURENCE TUBIANA, SPECIAL REPRESENTATIVE FOR THE COP21 SUMMIT, 
AND BRICE LALONDE, FORMER MINISTER AND AMBASSADOR RESPONSIBLE FOR CLIMATE 
CHANGE NEGOTIATIONS. WORKING REGULARLY WITH THE TWO RESPECTED CLIMATE CHANGE 
SPECIALISTS, RENAULT WANTED TO HEAR THEIR ANSWER TO THE QUESTION: “WHAT DO YOU 
SEE AS THE RESPONSIBILITY OF A CARMAKER?”
73
GROUPE RENAULT 2015 ANNUAL REPORT

ENVIRONMENT 
Reducing the footprint of our vehicles
RENAULT WAS THE FIRST CARMAKER TO MAKE A PUBLIC ENVIRONMENTAL COMMITMENT 
TO SHRINK ITS GLOBAL CARBON FOOTPRINT. THAT COMMITMENT IS A KEY FOCUS 
IN ITS AMBITIOUS ENVIRONMENTAL POLICY, UNDERPINNED BY A GLOBAL 
APPROACH EXTENDING FROM VEHICLE DESIGN THROUGH 
TO END OF LIFE.
Since 2005 the group has been committed to shrinking the 
environmental footprint of its vehicles across the life cycle 
and from one generation to the next. To measure those efforts, 
it carries out a Life cycle analysis (LCA) for each new model. 
The internationally renowned methodology measures the five 
potential environmental impacts of a car over its life cycle: 
global warming; the depletion of natural resources; low-level 
ozone; the acidification of lakes, soil and forests; and eutro-
phication (oxygen depletion) in aquatic environments. The 
results speak for themselves. For example, the natural 
resource depletion potential of New Espace is 26% lower 
than that of Espace IV, and its acidification potential is a full 
30% lower. The improvement in LCA results testifies to the 
progress made by Renault from vehicle production through to 
end of life.
REDUCED ENVIRONMENTAL IMPACT 
ACROSS THE LIFE CYCLE
The group’s most recently built plant, opened in Wuhan, 
China in early 2016, exemplifies the group’s approach in 
production. Equipped with the latest technologies in energy 
efficiency –  LED lighting, recovery of the thermal energy 
contained in air emitted to the atmosphere – the plant recy-
cles 40% of its industrial effluent discharge for internal use 
and uses paints with mainly water-based solvents.
Regarding the vehicle use phase, 2015 saw strong growth in 
the sales of electric vehicles. Also in 2015, Renault changed 
its ECO2 signature designating its most ecological and eco-
nomical vehicles. ECO2 criteria have been toughened up so 
as to maintain the signature’s selective character.
 Comparative life cycle analysis of New Twingo and Twingo II.
40%
OF THE
INDUSTRIAL
EFFLUENT
DISCHARGE
FROM THE WUHAN PLANT IS 
RECYCLED FOR INTERNAL USE.
74 CORPORATE SOCIAL RESPONSIBILITY

Scraps 
Supply chain 
Dismantling 
Recycled materials 
(other industries) 
Recyclers 
Recycled materials 
from ELV 
Vehicle 
maintenance 
Vehicle 
production 
End-of-life 
vehicles (ELV) 
and parts 
Reused parts and 
renovated parts 
Renovation or 
remanufacturing 
Foundries / 
converters 
Progress made in the vehicle end-of-life phase can be mea-
sured in the light of Renault’s commitment to the circular 
economy, a model based on the reuse, reconditioning and 
recycling of products. The group is working in three areas. It 
is designing vehicles that are more economical in terms of 
materials, 95% of their mass being recyclable or recover-
able. It is also developing technical solutions and industrial 
sectors in the collection, reuse, reconditioning and recycling 
of parts and materials issuing from the 390,000 end-of-life 
vehicles (ELVs) processed in 2015 in the Indra-approved dis-
mantler network (a 50/50 subsidiary of Renault and Sita). 
Through its subsidiary Gaïa, Renault collects unused parts 
from the sales network, plants and suppliers, sorts them and 
sends them on for reuse and recycling. Engines and manual 
gearboxes are reconditioned at the Choisy-le-Roi plant in 
France. Lastly, Renault is working to integrate a growing 
share of recycled materials in new vehicles (over 30% on 
cars produced in Europe).
COMMITMENT TO THE CIRCULAR ECONOMY
In a sign of its commitment to the circular economy, the group 
is a partner of the Ellen MacArthur Foundation that promotes 
circular economy models. Renault also coordinated the 
Innovative Car Recycling 95% (ICARRE 95) project funded by 
the European Commission’s Life+ program. The project, 
completed in 2015, shows how to recover 95% of the mass 
of ELVs in economic conditions profitable to all the players 
involved.
The high point of 2015 was the COP21 climate change 
conference in Paris, supported by the Renault-Nissan 
Alliance. Ahead of the event, Renault published its climate 
commitments – notably the 3% reduction of its global carbon 
footprint per vehicle per year between 2010 and 2016 and 
the use of 20% renewable energies by 2020 – on the NAZCA 
Climate Action website set up by the United Nations frame-
work agreement on climate change.
As part of the preparations for its next strategic plan, the 
group also worked in relationship with the Science Based 
Targets initiative to establish ambitious targets on the long-
term reduction of its carbon footprint (2050) in line with the 
objective set by the Paris agreement.
DEVELOPING AN ELECTRIC 
VEHICLE ECOSYSTEM
The environmental footprint of an electric vehicle (EV) improves throughout its lifetime, 
which is not the case for an internal-combustion vehicle. That improvement notably results 
from the increase of renewable energies in the energy mix. Today, 70% of new installed 
electric production capacities in Europe are renewable-origin, consistent with an estimated 
reduction of around 30% in the carbon intensity of the electricity produced on the continent 
by 2030. The development of smart grids is also contributing to the implementation of an EV 
ecosystem, activated by a number of public and private players, who are developing an increasing 
number of initiatives. These include Renault’s collaborative effort with Bouygues on a stationary 
battery project to store the energy produced by solar panels and redistribute it at night. Groupe 
Renault is also working with the French Environment and Energy Management agency, ADEME, 
and Veolia to optimize and adapt recycling processes to the specificities of lithium-ion batteries 
for cars. These processes will optimize the recovery of materials such as copper and cobalt 
with a view to reusing them in the production of new products. This will significantly reduce 
the environmental impacts stemming from extraction. 
 Circular economy applied to life cycle vehicle. 
-3% a year
GROUPE RENAULT’S
OBJECTIVE
ON REDUCING THE CARBON FOOTPRINT 
OF ITS VEHICLES, BETWEEN 2010 AND 2016.
75
GROUPE RENAULT 2015 ANNUAL REPORT

Ethanol, produced in Brazil from sugar cane, is used to power 
the flex-fuel engines of 90% of the cars in the country. 
But flex-fuel is increasingly being criticized as carcinogenic. 
Consequently, the electric vehicles used in city centers are 
worthy on two scores. First, they can be used to replace 
ethanol-powered vehicles. Second, they serve as an incentive 
to develop electricity produced through industrial agro-ecology, 
which in São Paulo for example serves to absorb six metric 
tons of CO2 per hectare of sugar-cane plantation every year!
In India, the electricity grid does not always allow for stable 
and high-quality electricity. The same was true for water dis-
tribution a few years ago, but it has since been considerably 
improved. As such, the Sustainable Mobility Institute decided 
to make a comparison of the electricity distribution network 
with the water distribution network, the aim being to seek out 
ways of improving the electricity grid so as to step up the roll-
out of electric vehicles, which would enable Renault to launch 
an electric carsharing offer in the near future.
TREMENDOUS POTENTIAL IN CHINA
Some 230 electric scooters have been on the road in San 
Francisco since 2011. In 2015, a fleet of 12 Twizy vehicles 
rounded out the scooter offer. For the test, the Twizy models 
carried the Nissan badge, as Renault is not distributed in 
the  United States. The initiative is an opportunity for the 
Renault-Nissan Alliance to study how Californian customers 
react to a reduced-size zero-emissions vehicle and to observe 
how carsharing works in the state.
In China, electric vehicles are developing fast. But alongside 
approved vehicles, the Chinese have in the last six years 
developed 800,000 non-approved electric vehicles, often on 
the basis of internal-combustion models converted to electric 
on a “handcrafted” basis. This shows the tremendous potential 
for electric vehicles in the world’s number-one market as well 
as the Chinese population’s continuing search for solutions 
– even the most rudimentary – to the pollution problem!
SMART
mobility
FROM BRAZIL AND THE UNITED STATES TO INDIA AND CHINA, NEW MOBILITY EXPERIMENTS 
AND USES ARE DEVELOPING AROUND THE WORLD, FOSTERED BY THE POSSIBILITIES OFFERED 
BY NEW TECHNOLOGIES, THE PRESSURES LINKED TO POLLUTION, AND EMERGING USES IN TRANSPORT. 
OBSERVED BY RENAULT AS PART OF THE SUSTAINABLE MOBILITY INSTITUTE (1), THEY ARE OPENING UP 
FRESH AVENUES TO THE DEVELOPMENT OF NEW BUSINESSES, ESPECIALLY IN ELECTRIC MOBILITY. 
JOIN US ON AN INTERNATIONAL TOUR.
 Twizy in the streets of Manhattan, New York.
(1) Created by Renault, the Renault Foundation and ParisTech in 2009, the Sustainable Mobility Institute studies issues in the future of passenger transport 
and the design of innovative and ecological mobility systems.
76 CORPORATE SOCIAL RESPONSIBILITY

Mobiliz first of all consists of socially-responsible garages, 
which totaled over 300 at end-2015.  Located in France, 
these garages take care of customers in economic difficul-
ties, repairing their vehicles at cost price. The Renault Mobiliz 
team, Market Area, France and DIAC are launching a supple-
mentary lease purchasing offer particularly adapted to these 
individuals.  Mobiliz also benefits from the commitment of 
leading automotive distribution groups in France, including 
Bodemer, Rouyer and Renault Retail Group. The Mobiliz offer 
rounds out the range of mobility services traditionally pro-
posed to people receiving minimum social benefits by referral 
agents working in the social services. Demonstrating its interest 
in co-creation and in the Mobiliz project, the Pôle Emploi em-
ployment agency is this year trialing direct involvement in the 
project as a referral agent for Mobiliz.
AN INVESTMENT COMPANY
In addition to socially-responsible garages, Mobiliz consists of 
an investment fund, Mobiliz Invest. Today comprising seven 
investments, three of which were made in 2015, the fund 
works at a number of levels. It supports start-ups in the shape 
of financing and mentoring work, through the commitment of 
Renault employees to business creators. The fund is innovating 
through the co-creation, with ECF and three associates, of a 
digital platform and a driving simulator that simplifies the 
learning process and hence reduces the cost of obtaining a 
driving license. Mobiliz Invest also promotes social entrepre-
neurship, for example by supporting “Ticket for Change”, an 
initiative created to detect and activate the talents of business 
creators. Lastly, Mobiliz Invest involves 3,100 Renault 
employees, who have invested in a socially-responsible 
employee investment fund (FCPE) that helps to bring meaning 
to their savings. 
The third part of the Mobiliz program is the partnership 
with the “Enterprise and Poverty” Chair at the HEC school. 
The program includes the training of 70 young people of over 
20 nationalities as well as the incubation and upscaling of 
social entrepreneurship projects.
AFFORDABLE 
mobility
AS PART OF ITS STRATEGIC PLAN, “DRIVE THE CHANGE”, RENAULT IS SEEKING TO MAKE SUSTAINABLE MOBILITY BROADLY AFFORDABLE. 
MOBILITY TODAY IS A FACTOR IN THE PROFESSIONAL EXCLUSION OF MILLIONS OF PEOPLE IN FRANCE. IT IS TO FIGHT AGAINST 
THIS PHENOMENON THAT RENAULT CREATED THE MOBILIZ PROGRAM IN 2012.
 A beneficiary of the Renault Mobiliz program at a socially-responsible garage.
3,
RENAUL100
T EMPLOYEES
HAVE INVESTED IN RENAULT’S EMPLOYEE 
INVESTMENT FUND “RENAULT MOBILIZ 
SOLIDAIRE”.
77
GROUPE RENAULT 2015 ANNUAL REPORT

Renault’s policy on road safety can be summed up in five 
verbs: informing, preventing, correcting, protecting and 
assisting. Informing, to change road users’ behavior over the 
long term and teach people from their youngest age about 
road dangers. Preventing, to help drivers anticipate risks. 
Correcting, to make up for driver errors through technical 
driving aids. Protecting occupants when impacts cannot be 
avoided. And assisting, through an ongoing collaborative 
effort with fire fighters.
4 PRODUCTS, 5 STARS
This comprehensive approach to road safety is notably based 
on the company’s commitment through its products. Our 
approach consists in analyzing the risks observed through 
highly advanced accident assessments. Based on those 
assessments, Renault integrates solutions and innovations to 
improve the safety of vehicle occupants and other road users 
(including pedestrians and two-wheelers) in all of its process-
es, from design and production through to the sale of its 
products. In 2015, four newly launched products –  New 
Mégane, Kadjar, New Espace and Talisman – obtained the 
maximum five-star score in Euro NCAP tests on vehicle pro-
tection. Renault is rounding out its commitment to road safe-
ty through collaborative work with a number of national and 
international players.
In France, it works on a continuous basis with the administra-
tive bodies of the DCSR road safety and traffic delegation 
and with the FSR road safety foundation. For example, since 
early 2015 the group has partnered the Quo Vadis project 
AUTOMOTIVE  
and road safety
EVERY YEAR, 1.3 MILLION PEOPLE ARE KILLED IN ROAD ACCIDENTS AND BETWEEN 20 MILLION 
AND 50 MILLION ARE INJURED. THESE FIGURES FROM THE WORLD HEALTH ORGANIZATION UNDERSCORE 
THE IMPORTANCE OF ROAD SAFETY IN PUBLIC HEALTH. RENAULT HAS MADE ROAD SAFETY A KEY 
COMPONENT IN ITS CORPORATE SOCIAL RESPONSIBILITY POLICY. THE GROUP’S COMMITMENT IS 
REFLECTED BOTH IN ITS PRODUCTS AND IN ITS INITIATIVES WITH A RANGE OF NATIONAL 
AND INTERNATIONAL PARTNERS.
  In 2015, four newly launched products – New Mégane, Kadjar, New Espace and Talisman – obtained the maximum five-star score in Euro NCAP 
tests on vehicle protection.
78 CORPORATE SOCIAL RESPONSIBILITY

(subsidized by the Foundation). The aim of the project is to 
develop and test accident analysis and biomechanical criteria 
for vehicles involved in accidents, with a view to enhancing 
assistance and guidance for people involved in road acci-
dents. In short, saving lives and reducing the costs of assis-
tance services for local authorities. Renault also works with 
the national federation of fire fighters (FNSPF) through vehicle 
donations and a training program for 400 fire fighters on 
electric vehicle interventions. Lastly, the company works with 
the French medical automobile club (ACMF) as part of the 
French college of traffic doctors (CFMT).
THE WORLD’S LARGEST 
AWARENESS-RAISING CAMPAIGN
Because Renault is an international group, its road safety 
commitment is rolled out around the world. The company 
takes account of the specificities of each country to factor in 
issues other than vehicles and vehicle technologies, including 
road infrastructure, applicable legislation and its enforce-
ment. It also works hand in hand with international bodies, 
such as the High Level Panel for Road Safety at the Interna-
tional Automobile Federation (FIA). The group is a member of 
the Global Road Safety Partnership, through which it is able to 
contribute to initiatives in its operating countries as well as 
further afield, in countries home to the most serious road 
death problems.
The key to progress on road safety often lies in raising 
the awareness of people from their youngest age. In 2015, 
Renault continued its “Safety and Mobility for All” program. 
Launched in 2000, the program has already served to raise 
the awareness of several million young people, with over 
800,000 educational tools disseminated. Currently implemented 
in 12 countries, it is the largest road safety awareness-
raising campaign ever led by a carmaker. In 2015, the program 
was extended to Algeria and Croatia.
 Road safety awareness-raising program organized by the Renault do Brazil Foundation.
  Twingo intended for road safety training for fire fighters.
5 stars
IN EURO NCAP 
TESTING
FOR 4 NEW GROUP 
VEHICLES.
79
GROUPE RENAULT 2015 ANNUAL REPORT

Renault’s health and safety policy is based on prevention 
and  treatment initiatives by an international network of 
professionals with expertise in health, safety and working 
conditions. In 2015, Groupe Renault stepped up initiatives to 
rank the company among the world’s best in these fields. 
Renault is adding a further strand based on quality in the 
workplace. This involves, for example, flexible working hours and 
the develop ment of teleworking, used by more than 2,000 em-
ployees in France in 2015.
Management uses a variety of tools to create career opportu-
nities for employees within the group. Renault Management 
Way (RMW), for example, is a common standard, setting out 
the management rules to be applied across the group. In 
2014, a new tool called “360° Feedback” was rolled out. The 
aim is to show managers how their managerial behaviour is 
perceived by their supervisors, peers and employees, and 
thus to identify their strong points and areas of improvement. 
At the same time, employees are assessed as part of a fair 
and competitive global system, Talent@Renault, deployed in 
34 countries.
STRONG EMPLOYEE ENGAGEMENT
Another aspect of efforts to develop human capital is training. 
In 2015, employees received 3,196,351 hours of training. 
Renault’s continuing priority is to develop the so-called critical 
skills, which the company needs more of, and to redeploy the 
so-called sensitive skills that are becoming less important. At 
Renault, the development of human capital is made easier by 
the tradition of social dialogue, reconfirmed by the global 
framework agreement signed by the group committee in 
2013, and by many national agreements.
Renault’s policy on developing human capital is viewed posi-
tively by employees, interviewed every year by the Hay Group. 
In the field of engagement – the group’s capacity to motivate 
employees to come and work for the company – the percent-
age of positive answers was 75%, eight points higher than 
the average for the companies interviewed.
HUMAN 
CAPITAL
THE 120,136 MEN AND WOMEN WORKING FOR GROUPE RENAULT AT END-2015 MAKE UP THE COMPANY’S 
HUMAN CAPITAL. TO PROTECT AND DEVELOP THIS CAPITAL, RENAULT IS DEPLOYING A POLICY BASED ON 
HEALTH, SAFETY AND WELL-BEING IN THE WORKPLACE. AT THE SAME TIME, MANAGEMENT IS SUPPORTING 
THE DEVELOPMENT OF SKILLS AND TALENT IN ORDER TO PROVIDE CAREER OPPORTUNITIES WITHIN 
THE GROUP, AS PART OF A REVITALIZED TRADITION OF SOCIAL DIALOGUE.
 Managing the skills of today and preparing the ones of tomorrow.
80 CORPORATE SOCIAL RESPONSIBILITY

Renault’s policy on diversity serves to motivate employees, 
generate a variety of talents, create innovation and improve 
the group’s ability to reflect the expectations of its customers. 
Diversity, then, is synonymous with performance. Renault 
aims for women to account for 30% of recruitment in techni-
cal positions and 50% in sales and marketing positions. The 
company also has a 2016 objective of having women hold 
25% of key positions (24.2% in 2015). Lastly, Renault is 
developing an internal social network called Women@Renault, 
a place for sharing best practices that today counts over 
4,500 members (21% of them men) in 12 countries. 
The company also works to support young people, while at 
the same time placing a premium on the experience of se-
niors. In France, Renault’s objective is for 50% of new hires to 
be under 30 years old. At the end of 2015, over 2,200 young 
people were on work-study programs at Renault, which also 
hosted more than 1,200 young individuals on internships. As 
for seniors, Renault has committed to reserving 2% of recruit-
ments on open-ended contracts for people aged over 50.
PROMOTING ALL TALENTS
The company has committed to favoring people with disabili-
ties through the development of and access to workstations, 
and through prevention and awareness-raising. In parallel the 
company is making increased use of the sheltered sector and 
promises to recruit young people with disabilities on work-
study contracts. The internal social network Handi@Renault, 
intended to support the inter-departmental action plan, today 
counts over 1,000 members.  
Addressing the issue of diverse origins, Renault aims to fill 
40% of key positions in 2016 with people with international 
backgrounds. That share stood at 38.4% at the end of 2015. 
As part of the discussions under way in France by a group of 
volunteer employees on lesbian, gay, bisexual and transgen-
der (LGBT) issues, several initiatives have been rolled out 
involving the General Management and the company’s trade 
unions.
DIVERSITY 
FOR RENAULT, FOSTERING DIVERSITY AND EQUAL OPPORTUNITIES IS ALL ABOUT MATCHING EFFECTIVENESS 
WITH THE EXPECTATIONS OF SOCIETY. RENAULT IS INVOLVED IN DIVERSITY AT ALL ITS SITES AND ACROSS SOCIETY 
AS A WHOLE THROUGH ITS POLICY ON INCLUSION, BASED ON RECOGNIZING, UNDERSTANDING AND PROMOTING 
DIFFERENCES SO AS TO BETTER INTEGRATE THEM.
 Guaranteeing equal opportunities to all employees and enriching the company with the cultural resources of its components.
INITIATIVES
IN 2015
 Brazil and Argentina 
The subsidiaries have subscribed 
to the Women’s Empowerment 
Principles, a program introduced 
by UN Women and the UN Global 
Compact to promote gender equality.
 
 
Spain 
Women@Renault organized 
a campaign called “Hay salida 
a la Violencia de Genero”. Nearly 
13,000 badges were handed out 
to employees at Renault Spain 
to raise awareness on and promote 
the professional integration of people 
having been victims of violence.
 France 
For International Day of Persons 
with Disabilities, Handi@Renault 
organized a special theatrical 
event at a number of sites. 
Two actors walked around work 
areas at lunchtime, raising staff 
awareness on disability stereotypes.
Morocco 
The Women@Renault network 
organized the first Rallye Dacia 
Tour to celebrate Dacia’s tenth 
anniversary and Women@Renault’s 
fifth. Each team was made up 
of a man and a woman, who took 
turns as driver and co-driver. 
81
GROUPE RENAULT 2015 ANNUAL REPORT

Students return to school at the Renault Foundation. The 2015-2016 class in front of the Renault Technocentre 
in Guyancourt.
The Renault Foundation, created in 2001, finances 
and co-creates academic programs with partner 
universities in France and internationally. It also 
awards “Foundation Grants” and provides financial 
support to other foundations that work in research 
and higher education, support deserving young 
students and foster knowledge- sharing. In 2015 
the Foundation strengthened its international 
partnerships and backed five training programs 
on multicultural management, sustainable mo-
bility and road safety. The Renault Foundations at 
the group subsidiaries – in Spain, Colombia and 
Romania – are also involved in higher education 
in their respective countries.
In addition to the work of its Foundations, Groupe 
Renault creates ties between business and edu-
cation by encouraging its employees to support 
the academic world. The group provides mate-
rials (including cars and engines) to help people 
acquire 
knowledge 
through 
a 
hands-on 
approach. Renault also hosts students, and 
sometimes their teachers, through apprentice-
ships, internships and discovery sessions. To 
foster innovation, Renault supports 11 academic 
chairs in innovation-intensive fields. Meanwhile, 
the Sustainable Mobility Institute created by 
Renault, the Renault Foundation and ParisTech 
works on issues relating to the future of passen-
ger transport and the design of innovative 
and   environmental mobility systems. In 2015 
the Sustainable Mobility Institute extended its 
activity to include autonomous and connected 
vehicles.
DEVELOPING 
skills
RENAULT HAS A LONG TRADITION OF DEVELOPING THE TALENTS OF NEW GENERATIONS BY TRAINING 
YOUNG PEOPLE IN TOMORROW’S PROFESSIONS. THE GROUP IS PROUD OF ITS EXTENSIVE RELATIONS 
WITH THE WORLD OF EDUCATION, UNDERPINNED BY THE WORK OF ITS FOUNDATIONS AND INITIATIVES 
ON SPONSORSHIP AND SUPPORT FOR THE ACADEMIC WORLD.
Can you tell us a little about your background? 
Charles Dovonou: After obtaining my engineering diploma 
in Benin, I gained my first professional experience in civil 
engineering. I then continued my education at École 
Mohammadia in Rabat, the leading engineering school 
in Morocco. It was there that I had the good fortune to find 
out about the Renault Foundation, a partner of the school. 
I worked for several years in a design office in Morocco, 
but I wanted to further my education with an international 
MBA at Dauphine, a school from which numerous African 
leaders have graduated. But the course is expensive, 
so I applied to the Renault Foundation for a grant and I was 
accepted. 
From an MBA to a job at Renault. How did that work? 
C.D.: My MBA class was made up of 19 students, 
18 of whom were financed by Renault. During the course, 
we were able to visit Renault sites and carry out two 
international assignments for the company. My first 
assignment, lasting two weeks, took place in Moscow. 
It was focused on the group’s employer brand. I then carried 
out a six-month assignment on product strategy in 
sub-Saharan Africa, a vast territory of 44 countries. 
After cross-referencing a range of aspects including 
demographic and economic growth, the car ownership 
rate and cultural proximity with Renault, I recommended a 
prioritization approach on strategic prospecting to the group. 
It was fascinating work! It made me want to continue 
with the company. I was fortunate enough to be recruited 
in April 2015. And today I would just like to say thank you 
to Renault for this truly wonderful opportunity. 
A VICE-MAJOR GRADUATE OF ÉCOLE POLYTECHNIQUE D’ABOMEY-
CALAVI (BENIN) THEN MAJOR GRADUATE OF ÉCOLE D’INGÉNIEURS 
MOHAMMADIA (MOROCCO), CHARLES DOVONOU, 32, CHOSE TO 
ROUND OUT HIS BRILLIANT COURSE OF STUDY WITH AN MBA 
AT THE DAUPHINE SCHOOL IN PARIS. THAT OPPORTUNITY WAS 
OFFERED TO HIM BY RENAULT. TODAY, CHARLES WORKS 
AT THE COMPANY’S PRODUCT DEPARTMENT. HE TALKS ABOUT 
THE FRUITFUL ENCOUNTER.
INTERVIEW 
82 CORPORATE SOCIAL RESPONSIBILITY

In 2015 Renault supported 15 organizations in the fields of 
diversity, education and mobility. It backed the Centre Augustin 
Grosselin, which works with 60 deaf young people to 
increase their autonomy and socialization. In education, the 
group supported Sikana, an organization that disseminates 
educational video programs – for example, on road safety – 
to make education more broadly accessible and free of 
charge around the world. The group also contributed to the 
Savoir Apprendre organization, which helps disadvantaged 
young people to develop a taste for the sciences by creating 
a mobile museum in which scientific experiments can be 
conducted. Besides diversity and education, Renault supported 
initiatives to foster mobility, for example through Pole 
Mobilité Emploi, the first innovative digital platform created in 
Normandy to remove obstacles to professional mobility. 
Renault also supports Sauvegarde des Yvelines, contributing 
to the organization’s socially-responsible driving school 
project that helps people in difficulty by reducing the cost of 
obtaining a driving license.
MAKING DREAMS POSSIBLE
Sponsorship initiatives are also led at grassroots level, coor-
dinated and financed by sales subsidiaries and manufactur-
ing sites or through local Foundations. The broad diversity of 
support for education is illustrated by two examples. In the 
first, the Renault Spain Foundation supported the practical 
training of engineering students by donating a Twizy to 
Universidad Antonio de Nebrija in Madrid. Meanwhile, the 
Renault Colombia Foundation supported the “Pour un rêve 
possible” project on improving good citizenship and building 
peace by strengthening the leadership of 16 headmasters 
of state schools in Uraba (25,000 pupils) located in priority 
education areas. In an entirely different register, Renault in 
India supported the NGO Word Vision in its efforts to help local 
populations. Renault staff got involved by distributing survival 
kits and food rations to the victims of the floods at the end of 
the year in the Chennai region.
SPONSORSHIP 
RENAULT LEADS SPONSORSHIP INITIATIVES IN THE SHAPE OF UNCONDITIONAL DONATIONS AT LOCAL AND INTERNATIONAL 
LEVEL. IMPLEMENTED WITH LOCAL PARTNERS AT GRASSROOTS LEVEL AND OFTEN INVOLVING EMPLOYEES, THESE INITIATIVES 
STRENGTHEN THE LOCAL PRESENCE OF THE GROUP. IN 2015, 170 REQUESTS FOR SUPPORT WERE PROCESSED FOR PROJECTS 
IN FRANCE AND AROUND THE WORLD.
 Good citizenship education program preparing pupils for their future civic lives.
15
ORGANIZATIONS
SUPPORTED BY RENAULT IN 2015 
IN THE FIELDS OF DIVERSITY, 
EDUCATION AND MOBILITY.
  Renault supported the victims of floods 
at Chennai in India.
83
GROUPE RENAULT 2015 ANNUAL REPORT

SHAREHOLDER
handbook

GROUPE RENAULT
and corporate governance
5
3
6
2
1
7
8
4
9
 1  CARLOS GHOSN
   Chairman and CEO, Renault
Chairman and CEO, 
Nissan Motor Co., Ltd
Chairman and CEO, 
Renault-Nissan Alliance
Chairman of the Board, AVTOVAZ
   Age: 61
305,200 shares
Date of first term: April 2002
Current term expires: 2018
 2  ALAIN J.-P. BELDA
   Independent Director
Executive Director, Warburg Pincus
Chairman of the Remuneration 
Committee
Member of the Appointments 
and Governance Committee
Member of the International 
Strategy Committee
   Age: 72
1,000 shares
Date of first term: May 2009
Current term expires: 2017
 3 CHERIE BLAIR
   Independent Director, barrister,
Founder and Chair of Omnia 
Strategy LLP
Founder and Chair of the Cherie 
Blair Foundation for Women
   Age: 61 
100 shares
Date of first term: April 2015
Current term expires: 2019
 4  THIERRY DESMAREST
   Independent Director
Chairman of the Board, Total S.A.
Chairman of the International 
Strategy Committee
Member of the Industrial 
Strategy Committee
Member of the Remuneration 
Committee
   Age: 70
1,500 shares
Date of first term: April 2008
Current term expires: 2016
 5  PASCAL FAURE (1)
   Director appointed by the State
Director General DGE
Member of the Industrial 
Strategy Committee
Member of the International 
Strategy Committee
   Age: 52
Date of first term: February 2013
Current term expires: N/A
 6  JEAN-PIERRE GARNIER
   Independent Director
Chairman and CEO, Actélion
Chairman of the Industrial 
Strategy Committee
Member of the International 
Strategy Committee
Member of the Remuneration 
Committee
   Age: 68
1,000 shares
Date of first term: April 2008
Current term expires: 2016
 7  RICHARD GENTIL
   Director elected by the employees
Technician, hydraulic and mechanical 
maintenance methods, and gas 
foundry manager, Renault
Member of the Industrial 
Strategy Committee
Member of the International 
Strategy Committee
   Age: 47
1 share
Date of first term: November 2012
Current term expires: November 2016
 8  YURIKO KOIKE
   Director proposed for election 
by Nissan
Member of the House 
of Representatives of Japan
   Age: 63
100 shares
Date of first term: April 2013
Current term expires: 2017
As of December 31, 2015
MEMBERS OF THE BOARD OF DIRECTORS
86 SHAREHOLDER HANDBOOK

15
19
16
12
11
10
17
13
18
14
 9 MARC LADREIT DE LACHARRIÈRE
  Independent Director
Chairman and CEO, Fimalac
Chairman of the Appointments 
and Governance Committee
Member of the Remuneration 
Committee
  Age: 75 - 1,020 shares
Date of first term: October 2002
Current term expires: 2018
  Independent Director
Founder and Partner, Cabinet 
La Garanderie & Associés (law firm) 
and former chairman of the Paris Bar 
Association
Member of the Audit, Risks and Ethics 
Committee
Member of the Appointments 
12  BENOÎT OSTERTAG
  Director elected on the proposal 
of the employee shareholders, 
Skills Leader, Quality Function
Member of the Audit, Risks and Ethics 
Committee
Member of the Industrial Strategy
Committee
 Age: 50
95 ESOP units
Date of first term: May 2011
Current term expires: 2017
13 ÉRIC PERSONNE
  Director elected by the employees
Head of sales and quality reporting, 
Renault Retail Group (RRG)
Member of the International Strategy 
Committee
Member of the Remuneration 
  Director elected by the employees
Project leader, demonstration vehi
and technological tools, Renault
Member of the International 
Strategy Committee
Member of the Industrial 
Strategy Committee
 Age: 48
8 ESOP units
Date of first term: November 2012
Current term expires: November 2
16 HIROTO SAIKAWA
  Director elected on the proposal 
of Nissan
Chief Competitive Officer, 
Nissan Motor Co. Ltd
Member of the International 
Strategy Committee
10  DOMINIQUE DE LA GARANDERIE
15  MARIETTE RIH
and Governance Committee
  Age: 72 - 1,150 shares
Date of first term: February 2003
Current term expires: 2017
Committee
  Age:53
20 shares
Date of first term: November 2012
Current term expires: November 2016
 Age: 62
100 shares
Date of first term: May 2006
Current term expires: 2018
17 PASCALE SOURISSE
  Lead Independent Director
14  FRANCK RIBOUD
  Independent Director
11  PHILIPPE LAGAYETTE
Senior Adviser to Barclays in France
Chairman of the Audit, Risks and Ethics 
Committee
  Independent Director
Chairman of the Board, Danone SA
 Age: 60
Senior Executive Vice President, 
International Development, Thales
President, Thales International
Member of the Audit, Risks and Et
Member of the Appointments 
331 shares
Committee
and Governance Committee
  Age: 72 - 1,000 shares
Date of first term: May 2007
Current term expires: 2015
Date of first term: December 2000
Current term expires: 2018
 Age: 53
1,000 shares
Date of first term: April 2010
Current term expires: 2018
cles 
016
1
1
hics 
  Independent Director
Member of the Supervisory Board, 
Laurent Perrier
Non-voting director, Rémy Cointreau
Member of the International Strategy 
Committee
 Age: 68
100 shares
Date of first term: April 2014
Current term expires: 2018
  Director appointed by the State
Commissioner of government 
shareholdings, under the supervision 
of the Ministry of Finance and Public 
Accounts and the Ministry 
of the Economy, Industry 
and the Digital Sector
Member of the Audit, Risks and Ethics 
Committee
Member of the Appointments 
and Governance Committee
 Age: 61
Date of first term: September 2015
Current term expires: N/A
8  PATRICK THOMAS
9  MARTIN VIAL (1)
 
 
 
 
(1) Administrative regulations forbid 
directors representing the French State 
from owning shares in the company.
87
GROUPE RENAULT 2015 ANNUAL REPORT

THE BOARD OF DIRECTORS
and its specialized committees
IN 2015, THE BOARD OF DIRECTORS HELD EIGHT MEETINGS, OF WHICH THREE WERE EXCEPTIONAL. 
IN KEEPING WITH PRACTICE, THE BOARD ORGANIZED ITS ANNUAL STRATEGIC SEMINAR, HELD OVER 
TWO DAYS. THE DIRECTORS SPENT ONE FULL DAY AT THE TECHNOCENTRE, WHERE THEY WERE ABLE 
TO SEE THE NEW MODELS REFLECTING THE STRATEGY SET OUT BY THE BOARD AS A WHOLE. SENIOR 
MANAGEMENT PRESENTED REGULAR REPORTS COVERING ALL COMPANY ACTIVITIES, AND ANSWERED 
QUESTIONS FROM BOARD MEMBERS. DURING THIS PARTICULARLY EVENTFUL YEAR, THE BOARD 
DEMONSTRATED A PROACTIVE APPROACH, ADJUSTING THE DISCUSSIONS AND DECISIONS 
ON THE AGENDA TO INCLUDE SUBJECTS IMPACTING RENAULT.
In 2015, the main areas addressed by the Board were as follows, 
based on the detailed studies conducted by its specialized 
committees:
Group strategy. The Board debated in particular:  the progress 
made by the “Renault - Drive the Change” plan (2014-2016), 
the  optimization of group revenue, digital strategy, connected 
services and autonomous vehicles, and Renault strategy with 
respect to emissions.
Defending company interests. The Board of Directors studied 
the impact of the move by the French government to increase its 
stake in Renault and, correlatively, the rejection of the “one share 
= one vote” principle by Renault’s Annual General Meeting con-
cerning the Renault-Nissan Alliance. When talks began between 
the French government and Nissan, the two main long-term 
shareholders, the Board considered it important to be part of the 
discussion in order to be able to defend Renault’s interests.
Accounts and budget. The Board approved the parent company 
accounts of Renault and the group’s consolidated financial state-
ments as it does every year. It also decided on the appropriation of 
2014 earnings proposed to shareholders, including a dividend of 
€1.90 per share. The Board adopted the budget for 2016. 
Corporate governance. In particular, the Board proposed the 
reappointment of Mr Lagayette, lead independent director, and the 
appointment of Mrs Blair to replace Mr de Croisset. It took official 
note of the appointment of Martin Vial, who replaces Régis Turrini 
as director representing the French State. It also revised its articles 
of association concerning the age limits applicable to the Chair of 
the Board of Directors and to the directors, submitted to the Annual 
General Meeting. As it does every year, the Board also assessed its 
performance in 2015 and approved the list of directors considered 
as independent. Last, the Board of Directors set the remuneration 
of the Chairman and CEO and established the criteria applicable to 
the performance share plan in respect of 2015.
FIVE SPECIALIZED COMMITTEES 
Audit, Risks and Ethics Committee (CARE). This Committee has 
five members, of whom three are independent. It met five times in 
2015. In particular, the Committee studied: the accounts along with 
all the related financial disclosures, the accounting and financial 
impact of a number of group partnerships, tracking of internal and 
external audit plans, and the independence of the statutory audi-
tors. The Committee also reviewed the work of the Ethics depart-
ment. To keep pace with events relating to business, it monitored 
the group’s exposure in Brazil, Argentina and Russia in particular, 
as well as Renault’s situation with respect to emissions. 
Remuneration Committee. This Committee has six members, of 
whom five are independent. En 2015, Mr Thomas became Chair. 
The Committee met twice and discussed, in particular, the remu-
neration of the Chairman and CEO, including the performance 
conditions attached to his variable remuneration under the “Renault 
- Drive the Change” plan. In addition, it provided the Board of Direc-
tors with a summary table of the Chairman and CEO’s remunera-
tion in connection with the shareholders advisory vote in 2015. 
Appointments and Governance Committee. As of December 
11, 2015, this Committee has four independent members out of 
a total of five. It met twice in 2015. Its main business concerned 
the make-up of the Board of Directors and Board Committees, 
the renewal of directors, with particular emphasis on targets for 
increasing the number of female Board members, the review of 
performance and the list of independent directors. In 2015, the 
Committee examined, in particular, the implementation of the 
decree of June 3, 2015 concerning the time required by direc-
tors representing employees to exercise their mandate and the 
procedures applicable to their training within the company. Last, 
the Committee examined the non-compete agreement between 
the company and the Chairman and CEO, approved by the Annu-
al General Meeting of April 30, 2015.
International Strategy Committee. This Committee has four 
independent members out of nine. The Committee met twice in 
2015. In particular, it discussed Renault’s operations in Argentina 
and Iran, as well as its activity in Japan and Algeria. 
Industrial Strategy Committee. This Committee has two inde-
pendent members out of six. The Committee met twice in 2015. 
It primarily examined technical subjects relating to the standard-
ization of vehicle components, with particular emphasis on the 
Alliance. 
COMMITTEE
Appointments 
Audit, Risks 
International 
Industrial 
and Governance Remuneration 
and Ethics 
Strategy 
Strategy 
MEMBERS
Committee
Committee
Committee
Committee
Committee
Alain J.-P. Belda
•
•
•
Thierry Desmarest
•
x
•
Pascal Faure
•
Dominique de la Garanderie
•
•
Jean-Pierre Garnier
•
x
Richard Gentil
•
Marc Ladreit de Lacharrière
x
•
Philippe Lagayette
•
x
Benoît Ostertag
•
Éric Personne
•
Mariette Rih
•
Hiroto Saîkawa
•
Pascale Sourisse
•
Patrick Thomas
x
•
Martin Vial
•
•
•
•
•
•
•
•
• Members            x Chair
88 SHAREHOLDER HANDBOOK

GROUPE RENAULT
and its shareholders
WHEN RENAULT OPENED UP TO OUTSIDE INVESTORS IN 1995, IT WANTED SHAREHOLDERS TO GET TO KNOW THE COMPANY, 
ITS OBJECTIVES AND PRODUCTS, AS WELL AS THE AUTOMOTIVE SECTOR IN GENERAL. OPPORTUNITIES TO MEET AND DIALOGUE 
WITH THE COMPANY BECAME INCREASINGLY FREQUENT AND TODAY ARE MUCH APPRECIATED BY THE SHAREHOLDER COMMUNITY.
Renault considers shareholders to be fully-fledged partners. 
Many of them want to be involved with the company into 
which they have put their savings, so the group has vowed to 
forge a long-term relationship with them. The watchwords for 
that relationship are mutual trust and respect, based on 
closeness and dialogue. A Shareholder Consultative Commit-
tee composed of ten shareholders (including two current or 
retired employees of Groupe Renault) checks the information 
published by Renault to ensure it is clear and understandable. 
Renault consults the committee several times a year on its 
shareholder communications, with a view to improving and 
innovating in its financial disclosures and reporting across the 
board. In the course of these workshops, committee mem-
bers talk with Renault’s senior management.
SHAREHOLDER ACTIVITIES 
AND THE SHAREHOLDERS CLUB
One of the bodies that encourages closeness and dialogue is 
the Shareholders Club, set up at the urging of the group and 
open to anyone holding at least one share. Some 8,000 people 
now belong to the club. They are regularly invited to various 
get-togethers led by Renault experts and events, including 
visits to plants and research centers and theme-based 
conferences. More than ten such meetings were organized in 
2015, offering excellent opportunities to go behind the 
scenes and learn more about the company and its strategy. 
In 2015, club members were able to find out more about new 
models (including New Espace, Kadjar, Talisman and New 
Mégane) at breakfasts organized at Atelier Renault on the 
Champs-Elysées. The shareholders also took part in a number 
of visits, to the Douai and Sandouville plants and to the Lardy 
and Aubevoye technical centers.
To meet as many shareholders as possible in person, the 
Investor Relations team visits cities throughout France on 
an annual basis. The meetings are organized either directly 
by Renault branches or together with the French Federation 
of Investment Clubs. More than 250 shareholders attend 
each meeting, as in Bordeaux in June 2015.
RESOURCES AVAILABLE 24/7
Twice a year Renault publishes Renault Actu, a magazine 
dedicated to shareholders that reviews and analyzes Groupe 
Renault highlights. Shareholders also have access to a 
toll-free voicemail number, an email address, and a special 
section of the Finance section on the group’s website at 
www.group.renault.com. In 2009 Renault expanded the 
section by adding a Shareholders area where club members 
can sign up for events and manage their accounts online. In 
addition, the financial results presentations and the AGM are 
streamed on the website in audio and video so that share-
holders can follow the group’s financial highlights in real time 
or after the event. 
Since 2014, to make voting more accessible and flexible 
for shareholders, Renault has offered them the possibility of 
voting online at the Annual General Meeting via the Votaccess 
facility. This solution not only contributes to shareholder 
democracy; it is also environment-friendly because it limits 
the number of paper documents and journeys to meetings.
CLOSE RELATIONS WITH INVESTORS
Renault organizes investor meetings and conferences when-
ever it publishes financial results or announces exceptional 
events. One-on-one meetings with investors are also held in 
France and abroad. Members of the management team 
speak regularly at motor shows and conferences in Europe 
and the USA. Among the highlights in 2015, institutional 
investors got the chance to discover Kadjar at a test drive 
event in Zaragoza in Spain. 
 Shareholders finding out more 
about Groupe Renault innovations 
on a visit to the Technocentre.
89
GROUPE RENAULT 2015 ANNUAL REPORT

In 2015, group revenues came to €45,327 million, up 
10.4% from 2014. At constant exchange rates, revenues 
grew by 10.6%.
Automotive revenues amounted to €43,108 million, up 
10.9% thanks to an increase in group brands volumes and 
sales to partners. The price effect was positive, primarily due 
to price increases in some emerging markets to offset cur-
rency devaluation.
Group’s operating profit amounted to €2,320 million 
(+44.2%), compared to €1,609 million in 2014, representing 
5.1% of revenues (3.9% in 2014).
The Automotive operating profit was up €638 million 
(+74.4%) to €1,496 million, or 3.5% of revenues (versus 
2.2% in 2014). This performance is mainly attributable to 
volume growth (€480 million) and cost reduction (€527 mil-
lion). On the other hand, the mix/price/enrichment effect was 
negative by €379 million, mainly due to costs related to the 
life-cycle management of some ageing products, and to Euro 6 
costs. Finally, currency and raw materials impacts were 
slightly positive, respectively at €22 million and €61 million.
The contribution of Sales Financing to the group’s operating 
profit amounted to €824 million, compared to €751 million in 
2014. This increase was due in particular to the rising contri-
bution of services. The cost of risk improved to 0.33% of the 
average performing loans outstanding, compared to 0.43% 
in 2014.
Other Operating Income and Expenses Items were nega-
tive at €199 million (-€504 million in 2014), mainly due to 
restructuring costs related to the ongoing implementation of 
the competitiveness agreement in France and restructuring 
costs in some other countries.
The group’s operating income came to €2,121 million, 
compared to €1,105 million in 2014. The increase in operating 
profit and significant reduction in other expenses led to this 
improvement.
The contribution of associated companies came to 
€1,371  million, compared to €1,362  million in 2014. 
Nissan’s contribution amounted to €1,976  million in 2015 
versus €1,559 million in 2014. Regarding AvtoVAZ’s contri-
bution, the exceptionally weak economic situation in Russia 
(35% contraction in the auto market, 33% decrease of the 
annual average Ruble exchange rate, and rising interest 
rates), worse than our initial expectations, led Renault to book 
a €620 million loss explained by:
• 
• 
Renault’s share in the net loss booked by AvtoVAZ  for 
€395 million (of which €136 million from negative operating 
margin),
An impairment loss on the value of the equity investment for 
€225 million, to adjust it to the stock market value of AvtoVAZ 
shares. As of December 31, 2015, Renault’s share in AvtoVAZ 
was valued at €91million.
Groupe Renault has entered into discussions with the other 
shareholders of the AvtoVAZ’s controlling holding company, 
ARA BV, with an intention to recapitalize the company. This 
could lead to consolidation in Renault’s accounts. As a result, 
the loan and receivables on AvtoVAZ would be capitalized 
and  constitute part of the net equity investment on 
December 31, 2015.
 
 
 
 
 
 
 
 
Group revenues up 10.4% to €45,327 million.
New registrations up 3.3% to 2.8 million units.
Group operating profit at €2,320 million (+44.2%), representing 5.1% of revenues versus 3.9% in 2014.
 
 
Automotive operating profit increased by 74.4% at €1,496 million (3.5% of automotive revenues 
versus 2.2% in 2014).
Group operating income at €2,121 million (+91.9%). 
Associated companies’ contribution amounted to €1,371 million (versus €1,362 million in 2014), 
including AvtoVAZ’s negative contribution.
Net income at €2,960 million (+48.1%), compared to €1,998 million in 2014.
Positive Automotive operational free cash flow at €1,033 million.
FINANCIAL 
results in 2015
5% operating margin achieved as early as 2015
90 SHAREHOLDER HANDBOOK

Net income came to €2,960 million (+48.1%), and group 
share totaled €2,823 million (€10.35 per share, compared to 
€6.92 per share in 2014, up 49.6%).
Automotive operational free cash flow was positive at 
€1,033 million, mainly due to the increase in profitability, 
as well as a positive change of €663 million in the working 
capital requirement.
A dividend of €2.40 per share, vs €1.90 last year, will 
be submitted for approval at the next Shareholder’s Annual 
General Meeting.
OUTLOOK 2016 
In 2016, the global market is expected to record growth of 1% to 2% compared with 2015. 
The European market is expected to increase by 2%, with a 2% increase also for France.
At the International level, the Brazilian and Russian markets are expected to decline further, 
by 6% and 12% respectively. On the contrary, China (+4% to +5%) and India (+8%) should 
pursue their momentum.
Within this context, Groupe Renault (at constant scope of consolidation) is aiming to:
• 
• 
• 
increase group revenues (at constant exchange rates),
improve group operating margin,
generate a positive Automotive operational free cash flow. 
Consolidated income statement
(  million)
Notes
2015
2014
Revenues
4
45,327
41,055
Cost of goods and services sold
(36,113)
(33,310)
Research and development expenses
10-A
(2,075)
(1,721)
Selling, general and administrative expenses
(4,819)
(4,415)
Operating margin (1)
5
2,320
1,609
Other operating income and expenses
6
(199)
(504)
Other operating income
6
77
102
Other operating expenses
6
(276)
(606)
operating income (loss)
2,121
1,105
Cost of net financial indebtedness (2)
7
(225)
(245)
Cost of gross financial indebtedness
7
(387)
(386)
Income on cash and financial assets
7
162
141
Other financial income and expenses (2)
7
4
(88)
Financial income (expenses) (2)
7
(221)
(333)
Share in net income (loss) of associates and joint ventures
1,371
1,362
Nissan
12
1,976
1,559
Other associates and joint ventures
13
(605)
(197)
Pre-tax income
3,271
2,134
Current and deferred taxes
8
(311)
(136)
Net income (1)
2,960
1,998
Net income – non-controlling interests’ share
137
108
Net income – parent-company shareholders’ share
2,823
1,890
Basic earnings per share (3) (in €)
10.35
6.92
Diluted earnings per share (3) (in €)
10.29
6.90
Number of shares outstanding (in thousands)
For basic earnings per share
9
272,708
273,049
For diluted earnings per share
9
274,314
273,946
(1) The restatements resulting from retrospective application of IFRIC 21 “Levies” are presented in note 2.
(2) The new breakdown of financial income and expenses is presented in note 7.
(3) Net income – parent-company shareholders’ share divided by number of shares stated.
NB: the notes indicated refer to the Notes to the 2015 consolidated financial statements presented in chapter 4 of the 2015 Registration Document.
91
GROUPE RENAULT 2015 ANNUAL REPORT

Consolidated financial position
Notes
Dec. 31, 2015
Dec. 31, 2014
ASSETS (  million)
NON-CURRENT ASSETS
Intangible assets and goodwill
10-A
3,570
3,443
Property, plant and equipment
10-B
11,171
10,801
Investments in associates and joint ventures
19,356
16,720
Nissan
12
18,571
15,833
Other associates and joint ventures
13
785
887
Non-current financial assets
22
1,478
1,681
Deferred tax assets
8
881
716
Other non-current assets
17
1,131
1,152
Total non-current assets
37,587
34,513
CURRENT ASSETS
Inventories
14
4,128
3,391
Sales financing receivables
15
28,605
25,733
Automotive receivables
16
1,262
1,242
Current financial assets
22
1,760
1,530
Current tax assets
17
62
38
Other current assets
17
3,068
2,607
Cash and cash equivalents
22
14,133
12,497
Total current assets
53,018
90,605
47,038
TOTAL ASSETS
81,551
Notes
Dec. 31, 2015
Dec. 31, 2014
SHAREHOLDERS’ EQUITY AND LIABILITIES (  million)
SHAREHOLDERS’ EQUITY
Share capital
1,127
1,127
Share premium
3,785
3,785
Treasury shares
(227)
(134)
Revaluation of financial instruments
890
703
Translation adjustment
(2,059)
(3,276)
Reserves
21,653
20,381
Net income – parent-company shareholders’ share
2,823
1,890
Shareholders’ equity – parent-company shareholders’ share
27,992
24,476
Shareholders’ equity – non-controlling interests’ share
482
422
Total shareholders’ equity
18
28,474
24,898
NON-CURRENT LIABILITIES
Deferred tax liabilities
8
122
141
Provisions for pension and other long-term employee benefit obligations – long-term
19
1,550
1,683
Other provisions – long-term
20
1,178
1,240
Non-current financial liabilities
23
5,707
7,537
Other non-current liabilities
21
1,285
1,204
Total non-current liabilities
9,842
11,805
CURRENT LIABILITIES
Provisions for pension and other long-term employee benefit obligations – short-term
19
50
67
Other provisions – short-term
20
997
1,088
Current financial liabilities
23
4,143
3,216
Sales financing debts
23
30,740
25,828
Trade payables
8,295
7,094
Current tax liabilities
21
219
162
Other current liabilities
21
7,845
7,393
TOTAL CURRENT LIABILITIES
52,289
44,848
TOTAL SHAREHOLDERS’ EQUITY AND LIABILITIES
90,605
81,551
92 SHAREHOLDER HANDBOOK

Consolidated cash flows
(  million)
Notes
2015
2014
Net income
2,960
1,998
Cancellation of dividends received from unconsolidated listed investments (1)
(34)
(31)
Cancellation of income and expenses with no impact on cash
Depreciation, amortization and impairment
2,728
2,711
Share in net (income) loss of associates and joint ventures
(1,371)
(1,362)
Other income and expenses with no impact on cash
26-A
(375)
92
Dividends received from unlisted associates and joint ventures
-
Cash flow (2)
3,908
3,408
Dividends received from listed companies (3)
581
463
Net change in financing for final customers
(3,136)
(1,618)
Net change in renewable dealer financing
(233)
(202)
Decrease (increase) in sales financing receivables
(3,369)
(1,820)
Bond issuance by the Sales Financing segment
23-A
3,814
3,469
Bond redemption by the Sales Financing segment
23-A
(2,640)
(3,396)
Net change in other sales financing debts
3,729
1,682
Net change in other securities and loans of the Sales Financing segment
59
(314)
Net change in financial assets and sales financing debts
4,962
1,441
Change in capitalized leased assets
(522)
(291)
Decrease (increase) in working capital
26-B
457
771
CASH FLOWS FROM OPERATING ACTIVITIES (4) (5)
6,017
3,972
Capital expenditure
26-C
(2,801)
(2,511)
Disposals of property, plant and equipment and intangibles
66
90
Acquisitions of investments involving gain of control, net of cash acquired
(3)
(11)
Acquisitions of other investments, net of cash acquired
(25)
(415)
Disposals of other investments, net of cash transferred and other
13
-
Net decrease (increase) in other securities and loans of the Automotive segment
(299)
62
CASH FLOWS FROM INVESTING ACTIVITIES
(3,049)
(2,785)
Dividends paid to parent-company shareholders
18-D
(555)
(503)
Dividends paid to non-controlling interests
(65)
(56)
(Acquisitions) sales of treasury shares
(102)
(26)
Cash flows with shareholders
(722)
(585)
Bond issuance by the Automotive segment
23-A
533
1,680
Bond redemption by the Automotive segment
23-A
(1,403)
(1,513)
Net increase (decrease) in other financial liabilities of the Automotive segment
558
(52)
Net change in financial liabilities of the Automotive segment
(312)
115
CASH FLOWS FROM FINANCING ACTIVITIES
(1,034)
(470)
INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS (6)
1,934
717
-
(1 Dividends received from Daimler.
(2) Cash flow does not include dividends received from listed companies.
(3) Dividends from Daimler (€34 million) and Nissan (€547 million) in 2015. Dividends from Daimler (€31 million) and Nissan (€432 million) in 2014.
(4) Current taxes paid in 2015 amount to €384 million (€268 million in 2014).
(5) Net interest paid in 2015 amounts to €253 million (€259 million in 2014). Details are given in note 26.
(6) Excluding the impact on cash of changes in exchange rate and other changes.
(  million)
2015
2014
Cash and cash equivalents: opening balance
12,497
11,661
Increase (decrease) in cash and cash equivalents
1,934
717
Effect of changes in exchange rate and other changes
(298)
119
Cash and cash equivalents: closing balance (1)
14,133
12,497
(1) Cash subject to restrictions on use is described in note 22-C.
93
GROUPE RENAULT 2015 ANNUAL REPORT

Breakdown of social investments
SUBJECT
Euros
Diversity
300,353
267,689
103,913
37,875
432,480
11,171
1,153,481
Education
2,494,658
389,245
362,790
706,282
366,889
236,884
4,556,748
Safety
1,165,740
175,030
204,955
122,624
211,630
242,641
2,122,619
Mobility
1,746,990
119,554
182,647
221,160
0
0
2,270,351
Environment
0
39,692
4,865
0
38,258
6,386
89,201
Other
314,584
6,022,325
590,127
1,581,337
205,838
1,065,008
130,948
1,218,889
33,194
1,082,452
26,536
523,618
1,303,242
11,495,643
Total
Number of actions
Diversity
22
29
16
3
9
1
80
Education
14
33
15
2
14
8
86
Safety
11
16
26
2
5
9
69
Mobility
5
6
11
1
0
0
23
Environment
0
6
3
0
5
2
16
Other
5
57
66
156
13
84
5
13
6
39
4
24
99
Total
373
Corporate
Europe
Americas
Asia-Pacific
Eurasia
Africa - Middle East 
- India
TOTAL
SUBJECT
INDICATORS
SCOPE
DATA
Group workforce
Group
120,136 employees in 36 countries
Workforce by region
Group
Europe = 56.6% (o/w France = 37.9%); AMI = 10%; Americas = 7.9%; Asia-Pacific = 3.6%; 
Eurasia = 21.9%
Workforce by gender
Group
Women = 18.8%; men = 81.2%
EMPLOYMENT
Workforce by age
Group
< 20 years old = 0.6%; 20 to 29 = 17.5%; 30 to 39 = 33.0%; 40 to 49 = 27.5%; 
50 to 59 = 19.3%; > 60 = 2.0%
New hires
Group
17,366 people
New hires by region
Group
France = 17.3%; Europe = 38.4%; AMI = 13.5%; Americas = 6.8%; Asia-Pacific = 1.4%; 
Eurasia = 22.6%
Remote employees
France
Nearly 2,000 people
WORK 
ORGANIZATION
Absenteeism rate
Group
2.93
Absenteeism rate by region
Group
Europe = 3.36; AMI = 2.91; Eurasia = 2.39; Asia-Pacific = 0.54; Americas = 2.76
Total training hours
Group
3,196,351 hours
TRAINING
Employment and skills planning
France
8,000 employees have participated in the GPEC employment and skills planning program 
since it began in 2011
% of key positions held by women
34 countries(1) 24.2%
DIVERSITY
% of key positions held by international profiles
% of disabled employees
34 countries(1)
Group
38.4%
3.44%
% of work-study employees
Renault s.a.s. over 5%
Prevention of psycho-social risk and occupational stress
France
Occupational stress monitoring program set up in 1998. 
Over 101,800 tests performed as of end-2015.
Ergonomic rating of workstations in manufacturing
Group
70% of workstations are satisfactory; 27% are demanding; 3% are hard
HEALTH AND 
SAFETY
Number of work accidents (F1 rate)
Group
3.4 (number of work accidents requiring medical care outside of the company 
per million hours worked)
CONDITIONS
Number of lost-time work accidents (F2 rate)
Group
2 (number of lost-time work accidents per million hours worked)
Work days lost due to workplace accidents (G rate)
Group
0.12
Occupational illness rate
Group
3.6 reported per 1,000 employees
INDUSTRIAL
RELATIONS
Global framework agreements
Major local agreements
Group
Group
Signature of a global CSR framework agreement on July 2, 2013 and a follow-up committee 
meeting in 2015
37 collective agreements
EMPLOYEE 
INVOLVEMENT
Involvement (the company's capacity to motivate employees to work 
to the best of their ability)
Group
75% (2015 result) (2)
AND MANAGEMENT Enablement (the company's capacity to create conditions enabling 
QUALITY
employees to do their jobs as well as possible)
Group
63% (2015 result) (2)
(1) 34 countries: Algeria, Germany, Argentina, Belgium, Brazil, Bulgaria, Chile, Colombia, South Korea, Croatia, Spain, France, Hong Kong, Hungary, India, Iran, Ireland, Italy, Malta, Morocco, Mexico, Netherlands, Poland, 
Portugal, Czech Republic, Romania, United Kingdom, Russia, Serbia, Slovakia, Slovenia, Switzerland, Turkey, Venezuela. (2) Results of a survey of all employees conducted by an independent company.
Social indicators
EXTRA-FINANCIAL
Indicators
94 SHAREHOLDER HANDBOOK

PRODUCTION
WATER
AIR
WASTE
ENERGY
Vehicle 
production
External 
water supply 
(thousands 
of m3)
Discharges 
of suspended 
matter (SM)
(metric tonnes)
Discharges of 
toxic metals 
(metric tonnes)
Greenhouse 
gases (metric 
tonnes of CO2 
equivalent)
Volatile organic 
compounds 
(VOC) 
(metric tonnes)
Sulfur 
dioxide (SO2) 
(metric tonnes)
Nitrogen oxide 
(NOx)
(metric tonnes)
o/w non-
Non-hazardous 
metallic 
waste (NHW) non-hazardous 
(metric tonnes)
waste
(metric tonnes)
Hazardous 
waste 
(metric tonnes)
Energy 
consumption 
(MWh NCV)
Production sites
2,843,353
11,228
352
12.3
1,121,425
11,021
6.5
505
876,519
162,879
57,963
5,080,633
o/w vehicle 
assembly plants
1,772,604
4,986
126
8.1
508,604
7,247
3.1
320
437,037
77,196
21,674
2,607,815
o/w powertrain plants
3,638
47
0.9
175,898
NC
0.5
51
119,634
29,569
18,187
1,046,355
o/w combined plants 
(vehicles/powertrains)
1,070,749
2,442
178
3.2
413,349
3,774
2.8
124
303,299
44,533
13,749
1,276,469
o/w foundries
162
0.4
0.031
23,575
NC
0.1
8
16,548
11,580
4,353
149,995
Engineering, tertiary 
and logistics sites
612
23
0.1
108,734
NC
4.4
24
15,835
12,361
1,961
461,162
GROUPE RENAULT
2,843,353
11,840
375
12.3
1,230,159
11,021
10.8
529
892,354
175,240
59,924
5,541,795
THE BEST-SELLING VERSION
LOWEST CO2 EMISSIONS VERSION AT END-2015
Model
Fuel
Emissions 
standard
Exterior noise 
(DB)
Engine
Consumption 
NEDC (L)
CO2 
emissions
Emissions 
standard
Exterior noise 
(DB)
Engine
Consumption 
NEDC (L)
CO2 
emissions
RENAULT BRAND
Twingo III
G
Euro 5
71.4
Sce 70
4.5
105
Euro 6
71.4
Sce 70 S&S
4.2
95
ZOE
EV
N/A
70.2
R240
N/A
0
N/A
70.2
R240
N/A
0
D
Euro 5
70.3
dCi 75
3.6
90
Euro 6
72.3
dCi 90
3.2
82
Clio IV
G
Euro 5
72.3
1.2 16v 75
5.5
127
Euro 6
72.8
Tce 90
4.7
105
D
Euro 5
71.0
dCi 90
3.6
95
Euro 6
71.0
dCi 90
3.6
95
Captur
G
Euro 5
71.8
Energy Tce 90
4.9
113
Euro 6
71.5
Energy Tce 90
5.1
113
D
Euro 5
73.8
Energy dCi
4.6
120
Euro 6
73.3
Energy dCi
4.0
104
Fluence
G
Euro 5
74.0
1.6 Mpi
6.8
155
Euro 6
70.2
1.6 16v 110
6.3
144
D
Euro 5
72.8
dCi 110
3.5
90
Euro 6
72.8
dCi 95
3.6
93
Mégane III
G
Euro 5
70.8
Tce 115
5.3
117
Euro 6
72.6
Tce 115
5.3
119
D
Euro 6
72.0
Energy dCi 110
3.7
93
Euro 6
70.6
Energy dCi 110
3.3
86
Mégane IV
G
Euro 6
70.7
Tce 205
6.0
134
Euro 6
69.8
Tce 130
5.3
119
D
Euro 5
71.0
dCi 110
4.1
105
Euro 6
71.0
dCi 110
4.1
105
Scénic III
G
Euro 5
70.8
Tce 115
5.9
135
Euro 6
72.4
Tce 130
6.2
140
D
Euro 6
72.9 Energy dCi 110 EDC
3.8
99
Euro 6
72.9 Energy dCi 110 EDC
3.8
99
Kadjar
G
Euro 6
73.3
Energy Tce 130
5.6
126
Euro 6
73.3
Energy Tce 130
5.6
126
D
Euro 6
69.2
dCi 160 EDC
4.5
118
Euro 6
70.6
dCi 110 EDC
3.6
95
Talisman
G
Euro 6
68.0
Tce 200 EDC
5.8
130
Euro 6
67.8
Tce 150 EDC
5.6
127
D
Euro 6
69.1
dCi 160 EDC
4.6
120
Euro 6
70.3
dCi 130 EDC
4.4
116
Espace V
G
Euro 6
70.1
Tce 200 EDC
6.2
140
Euro 6
70.1
Tce 200 EDC
6.2
140
D
Euro 5
72.2
Energy dCi 90
4.6
119
Euro 6
72.2
Energy dCi 90
4.3
112
Kangoo II
G
Euro 5
71.1
Energy Tce 115
6.1
140
Euro 6
71.1
Energy Tce 115
6.2
140
Trafic III
D
Euro 5
70.7
1.6 dCi 120
5.7
149
Euro 6
73.9
1.6 dCi 125
5.6
149
Master III
D
Euro 5
72.9
2.0 dCi
7.4
195
Euro 6
73.8
2.3 dCi
6.3
165
DACIA BRAND
Sandero II
D
Euro 5
72.0
dCi 90
4.0
105
Euro 6
73.8
dCi 75
3.5
90
G
Euro 5
71.8
Tce 90
5.4
124
Euro 6
74.0
Tce 90
4.9
109
GPL
Euro 5
72.1
1.2 16v 75 GPL
7.5
120
Euro 6
74.0
1.2 16v 90 GPL
6.2
98
Logan II
D
Euro 5
71.3
dCi 75
3.9
103
Euro 6
73.8
dCi 90
3.5
90
G
Euro 5
72.1
1.2 16v 75
5.9
137
Euro 6
74.0
Tce 90
4.9
109
GPL
Euro 5
72.1
1.2 16v 75 GPL
7.5
120
Euro 6
74.0
Tce 90 GPL
6.2
98
Duster
D
Euro 5
73.4
dCi 110 4x2
4.8
127
Euro 6
75.0
dCi 110 4x2
4.4
115
G
Euro 5
71.4
Tce 125 4x2
6.3
145
Euro 6
71.4
Tce 125 4x2
6.1
138
Lodgy
D
Euro 5
74.6
dCi 110
4.4
116
Euro 6
73.5
dCi 90
4.0
103
G
Euro 5
72.3
Tce 115
5.9
135
Euro 6
72.3
Tce 115
5.5
124
Dokker
D
Euro 5
72.6
dCi 90
4.5
118
Euro 6
73.2
dCi 90
4.2
108
G
Euro 5
73.9
1.6 Mpi 85
7.5
168
Euro 6
72.3
Tce 115
5.7
130
G: gasoline - D: diesel - NA: Not applicable - EV: electric vehicle.
Environmental indicators for products
ENVIRONMENTAL CHARACTERISTICS OF GROUPE RENAULT’S BEST-SELLING PASSENGER VEHICLES IN EUROPE (28 COUNTRIES) IN 2015.
Environmental indicators for sites
95
GROUPE RENAULT 2015 ANNUAL REPORT

SUSTAINABLE
ratings and indexes
Sustainability rating agencies, specialized depart-
ments of financial institutions and some investor 
groups assess companies on their commitments, 
the implementation of responsible policies and their 
performance in terms of labor relations, environmen-
tal protection and corporate governance. These 
assessments, made using analytical and scoring 
techniques, are designed to meet demand from 
socially responsible investors, who use the findings 
to select the companies in which they invest (1).
Methods vary from agency to agency. Rating agen-
cies may specialize by investment zone (Europe, 
World, OECD, etc.) or by asset class (large cap, small 
cap), lead a sector-based approach or otherwise, and 
base their analysis on their own specific combination 
and weighting of criteria, which can vary widely 
depending on their stated objectives. 
Some of these rating agencies, usually working in 
partnership with providers of equity indexes, have 
developed special benchmarks composed of the 
top-rated companies for labor relations, environmen-
tal protection and corporate governance.
RENAULT RATINGS IN 2015
ROBECOSAM
SAM is an independent asset management company 
founded in 1995 and based in Switzerland. It spe-
cializes in setting up investment strategies based on 
economic, environmental and social criteria, ana-
lyzed in terms of long-term value creation. 
Results in 2015: Renault was not chosen for the Dow 
Jones Sustainability World Index (DJSI World), 
despite the group’s outstanding performance, parti-
cularly on environmental matters, and the fact that 
its overall rating is well above-average for the auto-
motive sector. For more details, contact RobecoSAM 
directly.
OEKOM
Oekom, one of Germany’s leading rating agencies, 
analyzes 750 large and midsized companies and 
more than 100 small enterprises within a geogra-
phical universe that spans the OECD, new EU 
member states, Russia and leading Asian markets. 
The agency thus covers 80% of the MSCI World 
index, which measures stock market performance in 
developed countries.
Results in 2015: Renault scored a B rating overall, 
and the group was again ranked first out of the global 
automakers analyzed.
RATING SCALE 
A to D-
OEKOM 
RATING
Ranking among 
automakers
Social and cultural
  B+
1
Environment
B 
1
TOTAL SCORE
B
1
VIGEO
Vigeo is an independent rating agency founded in 
July 2002. The major shareholder, Caisse des Dépôts 
et Consignations, contributed the assets of Arese, 
which pioneered social and environmental ratings in 
France. Vigeo is owned by some 50 shareholders, 
organized into three sub-groups: institutional inves-
tors, European trade unions, and multinational 
corporations. Vigeo’s unique model is aimed both at 
investors, with investor-solicited ratings of Euro STOXX 
600 companies, and corporations, with corporate-
solicited ratings.
Results in 2015: Renault is still rated by Vigeo. For 
more details, contact Vigeo directly.
CARBON DISCLOSURE PROJECT
The Carbon Disclosure Project (CDP), founded in 
2000, is mandated by a group of institutional inves-
tors to enhance understanding of the potential 
impacts of climate change on the value of the assets 
managed by its signatories.
Since 2002, the CDP has sent a regular information 
request to companies in a standard format, asking 
them about their greenhouse gas emissions and 
policy on climate change. The CDP notably covers 
the FT Global 500 – the largest companies in the 
world by market capitalization.
Results in 2015: Based on its responses to the CDP 
questionnaire, 
available 
at 
www.cdproject.net, 
Renault was awarded a score of 100/100 and an 
A performance rating. As such, it was selected for 
the Climate Disclosure Leadership Index (CDLI).
SUSTAINALYTICS
Sustainalytics is an independent provider of global 
ESG analysis specialized in the environmental, social 
and governance performance of companies.
In 2015 Renault scored 75/100.
INCLUSION IN SOCIALLY RESPONSIBLE INDEXES
Renault is included in the following socially responsi-
ble indexes: 
• Euronext-Vigeo Europe 120. Vigeo indexes list 
companies obtaining the best aggregate scores in 
their category. These scores are arrived at by weight-
ing the global score for each company’s overall 
performance on all the risk factors taken into account 
by Vigeo in the definition and assessment of corpo-
rate social responsibility; 
• 
• 
• 
• 
• 
• 
Euronext Vigeo Eurozone 120. This index lists 
the 120 companies in the eurozone that are most 
advanced in terms of social responsibility;
Ethibel Excellence Investment Register. Renault 
once again was included in the Ethibel Excellence 
Investment Register (23/02/2016). Selection by 
Forum Ethibel (www.forumethibel.org) indicates that 
the company has a better social performance than 
the average in its sector;
Ethibel Sustainability Index Excellence Europe. 
This index, set up by the Ethibel agency, acquired by 
Vigeo, lists pioneering companies as well as those 
whose performance is average for their sector but 
which satisfy the financial criteria set out in the 
screening methodology;
ECPI E. Capital Partners Indices. This index, 
developed by investment advisory firm E. Capital 
Partners, lists 150 of the most socially responsible 
companies among Europe’s largest in terms of 
market capitalization;
Global Challenges Index. The Global Challenges 
Index, set up in 2007 by the German agency Oekom 
Research, lists 50 companies worldwide recognized 
for their contribution to sustainable development 
through their products and services and for initiatives 
related to the development of their businesses;
Global 100 Corporate Knights. Since 2005, the 
Corporate Knights magazine has quantified and 
ranked the socially-responsible performance of 
the world’s largest companies. Renault continued to 
figure in the Global 100 in 2016 on the basis of its 
performance in 2015.
(1) Socially responsible investment (SRI) refers to all financial 
investments made not only on the basis of the financial performance 
of the monitored values, but also on the integration of criteria 
such as the company’s behavior in terms of its social, economic 
and environmental environment.
96 SHAREHOLDER HANDBOOK

Groupe Renault Communications Department: Armelle Volkringer / Design and Production: 
/ Photo credits: Covers 1 and 4: Renault Design – Content: Renault Marketing 3D-Commerce, John HIGGINSON/
 
Prodigious Production, Cédric VIOLLET, Philippe STROPPA/Studio Pons – P1: Roland MOURON/Planimonteur – P2-3: Luc PERENOM – P4-5: Frederic STUCIN – P8: Renault Marketing 3D−Commerce, RENAULT SAMSUNG 
MOTORS – P10-11: Olivier MARTIN−GAMBIER, Renault Marketing 3D−Commerce, Olivier MARTIN−GAMBIER, Greg WHITE/Sid Lee, Renault Communication, Hadrien PICARD – P12-13: DINGO, Jean-Brice LEMAL/Planimonteur, 
Ingmar TIMMER, Renault Marketing 3D−Commerce, Pedro BICUDO, Léo SPOSITO, Denis MEUNIER/Publicis Events France – P14 : Renault Design – P16-17 : Renault Marketing 3D−Commerce – P18-19: ICONE, Daniele 
MATTIOLI/TEXTUEL La Mine, Yannick BROSSARD – P20-21: Daniele MATTIOLI/TEXTUEL La Mine, Chloé FENG XIAO HUI/ICONE, Luc PERENOM – P22: Frédéric ATLAN/VIDI – P23: Rodolfo BUHRER, Roland MOURON – P24-25: 
Cédric VIOLLET, Cristian GAUL/Lexique Produccion, Yannick BROSSARD/Prodigious Production – P28-29: DPPI Media, Florent GOODEN/DPPI Media – P30: Uli HECKMANN/Prodigious Production – P32-33: John HIGGINSON/
Prodigious Production – P34-35: Anthony BERNIER/Renault Marketing 3D−Commerce, Luc PERENOM – P36-37: Uli HECKMANN/Prodigious Production, Jeff LUDES/Prodigious Production, Steffen JAHN/Prodigious Production, 
Yannick BROSSARD – P38: Yannick BROSSARD – P39: Jean−Charles CASLOT/Agence Novabox – P41: Mickaël SCHNABEL/Prodigious Production – P42: Cédric VIOLLET – P44-45: Renault Communication – P46-47: 
Luc PERENOM, LANGEPHOTOS – P48-49: Pagecran, Luc PERENOM – P50-51: Yannick BROSSARD – P52-53: Olivier MARTIN−GAMBIER, Yannick BROSSARD – P54: Renault Marketing 3D−Commerce – P56-57: Laurent 
VILLARON/Publicis Events France – P58-59: Pagecran, Luc PERENOM – P60-61: Laurent VILLARON/Publicis Events France, Pagecran, Malcolm HAY – P62-63: Malcolm HAY, Giovanni TAGINI – P64: Roland MOURON/
Planimonteur – P66: Roland MOURON/Planimonteur – P67: Renault Communication – P68: International Transport Forum (ITF), Luc BENEVELLO/Angie – P69: Olivier MARTIN-GAMBIER, Christian FOURNIER/prisedevue.com, 
Renault Marketing 3D−Commerce – P71: Luc PERENOM – P72-73: Olivier MARTIN-GAMBIER, Arnaud BOUISSOU/MEDDE, Ad luminem – P74-75: Olivier AUBERT – P76: Isa WIPFLI – P77: Véronique FEL – P78-79: Euro NCAP, 
Renault do Brazil, Renault communication – P80: Antoine LA ROCCA/Renault – P81: Yannick BROSSARD – P82: Renault communication – P83: association unis-cité, Renault-Nissan Technology and Business Centre India – P86-87: 
Jean CHISCANO, Franck JUERY – P89: Luc PERENOM.
This document is printed on Heaven 42 paper, certified FSC Mix Credit, and on fully recycled Cocoon paper. Printed by Typoform. The FSC and Imprim’vert certifications demonstrate Renault’s commitment to protecting the environment.
Publication e-accessibility
The digital version of this document conforms to Web content accessibility standards, WCAG 2.0, and is certified ISO 14289-1. Its design enables people with motor disabilities to browse through this PDF using 
keyboard commands. Accessible for people with visual impairments, it has been tagged in full, so that it can be transcribed vocally by screen readers using any computer medium. It has also been tested in full 
and validated by a visually-impaired expert. e-accessible version by: 
CONTINUE 
THE EXPERIENCE  
on line
View the digital version 
of the Groupe Renault 2015 annual report 
on rapport-annuel.group.renault.com/fr

Follow us on the social networks:
Renault 13/15, quai Le Gallo - 92513 Boulogne-Billancourt Cedex France / Tel.: 33 (0) 1 76 84 04 04
Financial Relations Department - Groupe Renault Corporate Communications
and on: www.groupe.renault.com