Newsletter #121

On 2026-05-07

May 2026
In this edition: The 2026 Employee Shareholding plan - Feed back from RENAULT annual General Meeting - Tribute to Louis Schweitzer at Le Mans plant.

May 11th to 29th : 2026 Employee Shareholding Plan

At the Renault Group General Meeting on 30 April, more than half a million voting rights were entrusted to the AASR. Everyone who gave us their mandate received a personalised thank you, reflecting the significance of their commitment.

This outcome confirms a simple conviction: the collective makes the difference. While individual voting remains important, it is often scattered and not very visible. Conversely, by coming together, employee shareholders can genuinely influence decisions and make their voices heard.

To those who did not join us this year: you too can contribute to this collective momentum. Alone, we count. Together, we carry weight.

In this issue:

The employee share ownership plan, a concrete opportunity to strengthen your stake in the capital,
The report of the General Meeting, marked by a clear strategy and strong support for employee share ownership,
A focus on the Le Mans factory, renamed Louis Schweitzer, a symbol of historic commitment to employee shareholders.

Happy reading,

C. Quintard, President of the AASR

Employee Share Ownership Plan 2026:

A Feedback Perspective for Better Understanding

Among colleagues, when discussing the employee share ownership plan, the question often arises: “What does it actually mean over time?” Without giving advice—which is prohibited—we can at least share facts and mechanisms, so that everyone understands better what is at stake.

The upcoming Renault 2026 employee share ownership plan allows for Renault shares to be purchased at a 30% discount, that is, at a price of €21.55 per share. As always, this scheme is regulated, long-term, and includes a five-year lock-in period.

A concrete example: the 2022 plan

To illustrate how it works—and purely as feedback—we can look at what happened with the 2022 employee share ownership plan.

At the time, Renault shares could be acquired at €22.02 each. Since then, several dividends have been paid by the Group:

€0.25 in 2023,
€1.85 in 2024,
€2.20 in 2025,
€2.20 in 2026.

(For units held in an FCPE, these dividends were not paid in cash, but automatically reinvested as additional units, gradually increasing the number of shares held.)

Today, Renault shares are trading at around €30. Looking solely at the current share price and the dividends received since 2022, this amounts to a gain of about +66% compared to the initial purchase price. This is a factual observation, based on past data, however:

Past performance does not guarantee future performance;
No one can predict how the Renault share price or dividends will evolve over the next five years, which corresponds to the lock-in period for shares acquired in 2026;
Investing in shares carries risk, with possible fluctuations both upwards and downwards.

In other words: what happened yesterday is not a promise for tomorrow.

It is then up to each person:

to read the plan documents,
to ask the right questions,
and to make their own decision independently, based on their personal situation.

Important reminder

This article is strictly informative. It does not constitute investment advice, nor is it an encouragement to subscribe to the employee share ownership plan.

RENAULT GROUP GENERAL MEETING

Facing global competition, Renault moves forward—and employee shareholders have a vital role

The Renault General Meeting reaffirmed a strong conviction: in an increasingly competitive environment, the Group's success will also depend on the commitment of its employee shareholders.

A clear strategy to face the Chinese offensive

The Managing Director, François Provost, presented the FutureReady strategy with clarity and determination. Faced with very aggressive Chinese competition on price, Renault can rely on strong assets:

a powerful commercial network,
recognised industrial excellence,
agile engineering,
and strong brands, supported by the quality of the vehicles.

The message is clear: the cost battle has begun. It will require strengthened collaboration with suppliers and partners, and an ability to learn from the best international standards.

Attentive and engaged shareholders

Interactions with the public highlighted the diversity of expectations: from Motrio to Gordini, and the prospects opened up by drones, the questions reflected genuine interest in the Group's strategy, products, and future.

A strong signal in favour of employee share ownership

Asked about this, Jean-Dominique Sénard reiterated:

his personal commitment to employee share ownership,
the goal of 10% of capital held by employees,
and the quality of the dialogue with the AASR.

An important message, at a time when employee involvement is more than ever a differentiating factor for the company.

Global support for the Group's directions

All resolutions were approved, reflecting shareholder support for the strategic choices presented.

Turning commitment into a collective lever

This General Meeting highlights three key lessons:

a bold strategy in response to price pressures,
a determined effort to strengthen employee share ownership,
and a stable governance framework to continue the Group's transformation.

Now more than ever, being an employee shareholder means influencing Renault's future.

In the coming weeks, especially with the ongoing employee share ownership operations, everyone can make a real contribution to this movement—and reinforce employees’ place in the capital and governance.

The AASR will continue to mobilise to represent this collective voice.

Louis Schweitzer and Employee Share Ownership:

A Living Legacy Upheld Today by Renault’s Employee Shareholders

Last month, the naming of the Renault Le Mans site after Louis Schweitzer prompted well-deserved tributes to one of the great leaders in the Group's history. Through this recognition, a certain idea of the company was honoured: a high-performing company, but one mindful of the lasting involvement of its employees in its mission and governance.

Employee share ownership: a historic turning point in the early 2000s

By the late 1990s, employee share ownership gradually ceased to be seen as a simple tool for individual savings. It became a long-term strategic lever, at the crossroads of:

capital stability,
employee involvement,
and shareholder dialogue.

It was in this context that Law No. 2001-152 of 19 February 2001 on employee savings was adopted, with Articles 29 to 31 establishing a unique legal framework for collective employee share ownership.

The articles of the 2001 savings law accompanied a broader movement to promote employee share ownership in major French groups at the turn of the 2000s, a movement to which Louis Schweitzer, then CEO of Renault, publicly contributed through his statements and the policy implemented within the Group.

Through the schemes introduced at Renault, Louis Schweitzer helped make employee share ownership a long-term, responsible, and committed form of shareholding, fully integrated into the company’s governance.

A legacy continued by today’s employee shareholders

More than twenty years later, this legacy is not fixed: it continues through the commitment of Renault’s current and former employee shareholders. Today, employee shareholders:

actively participate in general meetings,
analyse the resolutions proposed,
cast their votes, individually or collectively,
and, in a responsible manner, contribute to shareholder dialogue with the company.

Through the actions of the Renault Employee Shareholders Association (AASR), this commitment is exercised in a spirit of:

long-term perspective,
responsibility,
independence,
and loyalty to Renault’s industrial project.

The AASR fully embraces the spirit of the 2001 law: that of a structured, informed, and active employee shareholding, serving both the company and its employee shareholders.

Giving meaning to employee share ownership

Recalling Louis Schweitzer’s contribution to this evolution is also about:

giving meaning to the current commitment of employee shareholders,
reminding us that this commitment is part of a long history,
and emphasising that employee share ownership is not an abstract achievement, but a collective responsibility.

The tribute paid at Le Mans thus takes on an added dimension: that of a living legacy, carried each year by employees and former employees who have chosen to remain permanently associated with Renault’s capital and future.

And now: continuing this legacy

The legacy left by Louis Schweitzer in terms of employee share ownership is not something of the past. It continues today through every employee who chooses to become a lasting shareholder in Renault’s capital.

The current employee share ownership plan fits fully within this historical continuity: that of a collective, responsible, and long-term employee shareholding, an active participant in the company’s industrial project and governance.

Taking an interest, learning more, and, where appropriate, participating, is not merely a savings choice: it is joining a story, taking part, at one’s own level, in the life of the group, and contributing, alongside others, to Renault's stability and future.

In this spirit, the AASR will continue to inform, explain, and support employee shareholders and future employee shareholders, so that everyone can make their choice with full knowledge, in keeping with the spirit of responsibility and commitment that has profoundly shaped Renault’s history.