2007 Interactive Registration Document - Renault

3.3.2 RENAULT AND ITS STAKEHOLDERS ✦
3.3.2.1 CUSTOMERS ✦
The customer is at the heart of Renault Commitment 2009. By aiming to position
the New Laguna among the top three cars in terms of product and service
quality, Renault is making a commitment to its customers.
The key to success is designing vehicles and services that fulfi ll customer
expectations and guarantee complete satisfaction throughout the vehicle’s
life cycle.
At the vehicle design phase, customers’ needs and requirements are analyzed
through surveys and tests. Marketing projects are incorporated upstream to
give customers a greater say.
To guarantee the best quality for its customers, Renault launched the Renault
Excellence Plan (PER). It has six points, encompassing all of the company’s
functions:
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PER 1: design robust vehicles;
PER 2: produce compliant vehicles;
PER 3: increase reliability and sustainability for all types of use;
PER 4: ensure sales and after-sales quality for customer satisfaction;
PER 5: instill a culture of quality in the company;
PER 6: ensure the quality of externally made parts obtained through
worldwide sourcing.
The plan is guided by results, feedback from customers and satisfaction
measures. ISO 9000 certifi cation for Market Area France and the French
distribution network shows that this system for managing customer satisfaction
is effective. ✦
To meet customers’ expectations and provide them with worry-free driving,
Renault offers a wide range of services such as Renault Minute and Renault
Minute Bodyshops, Renault Assistance and Renault Rent, while guaranteeing
that strict quality standards are applied across the entire network.
Renault’s quality policy hinges on personnel who are attentive to customers’
wishes and who strive to satisfy them. Training programs are organized to ensure
that all Renault and network staff concerned are aware of quality concepts
and targets. ✦
3.3.2.2 SUPPLIERS ✦
Suppliers are among Renault’s key partners.
Renault’s supplier strategy is based on the continual search for better
performance. By forming long-term relationships in a climate of mutual respect,
✦ Global Reporting Initiative (GRI) Directives
SUSTAINABLE DEVELOPMENT 03
SOCIAL PERFORMANCE
transparency and trust, Renault develops ongoing dialogue with suppliers.
This improves their response to Renault’s requirements, brings access to
their best technologies and allows corrective actions to be taken jointly when
problems arise.
Renault has developed structured tools to improve suppliers’ processes. This has
made it possible to improve product quality, to secure sourcing, and to optimize
tier-one suppliers’ management of their lower-tier counterparts. For example,
suppliers are immediately brought into the process of analyzing the causes of
breakdowns when parts under warranty come back from the network. ✦
To achieve its performance objectives, the Purchasing Department selects a
restricted supplier panel on the basis of predetermined criteria:
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mutual compliance with economic, technical, quality and logistics
commitments, which are subject to regular performance reviews;
occupational welfare criteria (protective gear, safety, use of chemicals, etc.).
The Group Working Conditions Policy includes concern for staff safety and
working conditions at suppliers and subcontractors;
in 2003 Renault asked its main suppliers to make a formal commitment to
the values enshrined in the UN Global Compact, and in 2005 and 2006, to
the Renault Declaration of Employees’ Fundamental Rights; ✦
environmental criteria (waste, risk prevention, storage, etc.). Suppliers
of components and materials are involved in eco-design and life-cycle
management. They are beginning to take the initiative in proposing
technological improvements to enhance the environmental performance of
products, notably in terms of the substances used and recyclability.
Social and environmental criteria were incorporated into the supplier selection
and performance review procedures.
In 2007, quality specialists from the Purchasing Department began to assess
the environmental performance and working conditions of suppliers at their
production facilities. The reports from these on-site visits and the selfassessments
carried out by the suppliers themselves are providing a better
understanding of risks and a basis for drafting improvement plans.
Renault is contributing actively to the Inter-Manufacturer Working Group (Groupe
de Travail Interconstructeurs). Set up in June 2007, this group aims to enhance
the effi ciency of the social and environmental policies applied across supply
chains in the automotive sector. One of its objectives is to develop collective
tools such as guidelines, training programs, self-assessment procedures, and
audits. This initiative should also help suppliers by establishing a shared set of
rules and requirements.
These are the results of the sustainable development action plan that was
approved in November 2004 by the Purchasing Management Committee. A key
aim of the action plan for the years 2008-2009 is to improve the assessment
of deviations from labor and environmental standards.
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Registration Document Renault 2007 111