The document discusses the Renault-Nissan Alliance structure and governance model, which includes cross-company teams and task forces to optimize resources. It outlines the strategic benefits of the Alliance, including economies of scale, sharing of best practices, and optimization of capacity utilization. Data shows that the Alliance has helped improve Nissan's operating margin, return on invested capital, and market capitalization over time.

1. Thierry MOULONGUET Renault’s CFO & EVP Renault-Nissan Alliance Perspective

2. Renault-Nissan Alliance structure: Optimizing the global allocation of resources Renault-Nissan BV 50% 50% 100% Strategic Management Strategic Management 19 Cross Company Teams (CCTs) Joint companies eg: RNPO - RNIS 4 Functional Task Teams (FTTs) 44.4% 15% RENAULT NISSAN

6. Worldwide production facilities : Complementarities within the Alliance India China Indonesia Iran Japan Taiwan Malaysia Uruguay Colombia Morocco Thailand Russia Mexico United States South Africa Spain United Kingdom Argentina Brazil Slovenia Chile Turkey France Korea Romania Renault Renault Samsung Motor Nissan Dacia Renault Renault Samsung Motor Nissan Dacia Renault Renault Samsung Motor Nissan Dacia Renault Renault Samsung Motor Nissan Dacia

7. Nissan operating margin 1.4% 4.75% 7.9% 10.8% 11.1% 10% 0% 2% 4% 6% 8% 10% 12% 1999 2000 2001 2002 2003 2004

8. Nissan - ROIC 0% 5% 10% 15% 20% 25% 1999 2000 2001 2002 2003 2004 1.3% 12.7% 7.5% 19.8% 21.3% 20 %

9. A positive impact of Nissan's results in Renault's accounts Dividends received from Nissan Nissan contribution to Renault's results 2000-2004: 894 million euros of dividends received 2004 2003 2002 2001 2000 50 0 100 150 200 250 300 350 400 0 500 1,000 1,500 2,000 In millions of euros

10. Market Capitalization