Mikhail TISHCHENKO

Define and deploy of Renault Group Procurement strategy by strengthening supplier risk governance, long-term competitiveness, and resilience of the supplier base across technologies and regions. Key responsibilities: - Define, structure and deploy supplier risk management frameworks across a global supplier panel and technology scope. - Supplier panel management, sourcing strategies and crisis resolution. - De-risking, consolidation and competitiveness strategies for the supplier base. - Management of structural supplier crises and restructuring situations. Company scope: Renault Group Geographic scope: Worldwide

• Responsible for Europe, Turkey, Morocco, India and South Korea • Global strategy development • Supplier Panel management (QCDDM) • Added scope for plastics • Buy and Resale of Raw Materials - wider scope • Global guidelines transversal management • Tier-n Suppliers coordination • Strategic and Critical Raw Materials securization from mine to final part (e.g. Rare Earth Elements) • ESG transversal pilot for 9 departments • AI tools development pilot for Raw Materials price control

• Responsible for Europe, Turkey, Morocco, India and South Korea • Strategy development • Supplier Panel management (QCDDM) • Buy and Resale process improvement and enlargement • Global Indexed Metals guidelines creation and transversal coordination of other commodities guides. • Tier-n Suppliers coordination (support with price management and delivery issues)

• Biggest APO department, biggest Suppliers (MMK, Severstal, Rusal, Gestamp) • Strategy development • Supplier Panel management (QCDDM) • Cost reduction activities • Sourcings of new Renault / Lada / Nissan projects • People management with constant efficiency increase (over 3 years headcount reduced from 56 to 32 people without efficiency loss) • Inter-region cooperation • Best Raw Materials prices on Russian market • Government relations regarding strategy in automotive industry (internal market regulations), Tier-n Suppliers coordination (support with import / export)

• Purchasing department strategy creation • 35 people management • Budgeting and cost control • Business effectiveness evaluation • Sourcing • Supplier panel management • Cost reduction and animation of Supplier performance • Supplier financial risk control • "Distressed Suppliers" management. • Benchmark and family analysis

• Developed new activity for Renault Russia – Supplier Industrial Development • Supplier panel improvement for new projects (Renault + AVTOVAZ): more than 60 automotive Suppliers evaluated and developed basing on QCDDM criteria and Lean Production tools: - Plant management (strategy, scorecard / KPI management, business development) - Cost management (Budgeting, cost control and optimization) - Project Engineering (project management, serial production preparation according to APQP) - Serial Engineering (process control and improvement) - Production management (OEE management, Non-OEE reduction, safety and ergonomics) - Purchasing (Purchasing core process: Supplier panel QCDDM management, sourcing plan, LCC localization) - Maintenance (Availability increase, MTBF, MTTR) - Logistics (Lead time, VSM, production planning, line balancing) - HR (Strategy, skills management) • Sustainable development • Certified trainer for all Renault Supplier Development and Lean tools in industrial and cost management