Groupe Renault - 2020 Universal Registration Document

300 GROUPE RENAULT I UNIVERSAL REGISTRATION DOCUMENT 2020 Find out more at group.renault.com 03 COMPOSITION, PREPARATION AND ORGANIZATION OF THE BOARD OF DIRECTORS CORPORATE GOVERNANCE Evaluation of the Board of Directors 3.1.7 Each year, the Board of Directors carries out an evaluation of its composition, organization and operation with a view to improving the efficiency of its work and, at least once every three years, a formal evaluation with the help of external consultants. Formal evaluations took place in 2014 and 2017. The Board of Directors, on the recommendation of the Governance and Compensation Committee, decided to once again call upon external consultants to carry out a formal evaluation of the work of the Board and its committees in 2020. All Board members answered a questionnaire and spoke with the external consultants. The conclusions of the evaluation were presented at the Governance and Compensation Committee meeting on February 15, 2021, and then at the Board of Directors meeting on February 18, 2021. The purpose of the questionnaire and of the interviews with the members of the Board was to evaluate the following themes: the composition, role, structure, missions and operation of the P Board of Directors and its committees; the relationships between the Board of Directors and Senior P Management; and the individual contribution of each director and collective P efficiency; and follow-up on the points for improvement identified in the previous P evaluation. The evaluation provided an opportunity to learn from the experience of recent events, in particular since the last external evaluation in 2017, and to reassess the ways in which the Board of Directors and its committees operate. It highlighted the main changes that have occurred since 2017, i.e.: the new governance dynamic implemented in 2019, when the P offices of Chairman and Chief Executive Officer were separated and the position of Lead Independent Director was maintained; the new collective dynamic created by the Chairman; P the changes in the composition of the Board, with a reduced P number of members and new skills; more in-depth and transparent discussions with Senior P Management; and the Board's better consideration of CSR issues with the creation of P the Ethics and CSR Committee. This evaluation identified recommendations and areas for improvement, such as: developing the skills of the Board of Directors in order to enable it P to better address future topics (such as mobility, data, energy, new forms of propulsion, etc.) and to better understand strategic choices to be done by the Company (such as product strategy, electric / hydrogen / connected car, mobility technologies, etc .); strengthening the skills of the Board of Directors in financial P matters in order to establish a culture of profitability, optimal cash management, value creation for employees and shareholders; better understanding, at the level of the Board of Directors, and P not only of the committees, the subjects related to succession plans, talents and diversity, and including these topics on the Board's agenda more regularly; continuing and intensifying the appropriation of ESG topics by the P Board of Directors in addition to the work carried out by the Ethics and CSR Committee; developing cross-functional approaches (i) between the Ethics and P CSR Committee and the Audit, Risks and Compliance Committee on extra-financial performance issues and (ii) between the Ethics and CSR Committee and the Strategy Committee on the Group's ESG strategy; understanding the strategy at the level of the Strategy Committee P in a global manner, not only through individual topics.