2007 Interactive Registration Document - Renault

03 EMPLOYEE-RELATIONS
SUSTAINABLE DEVELOPMENT
PERFORMANCE
3.1 EMPLOYEE-RELATIONS PERFORMANCE
As part of its Declaration of Employees’ Fundamental Rights, Renault is
committed “to respecting company employees worldwide and helping them
prosper, fostering freedom, ensuring the full transparency of information,
applying the principle of fairness and complying with the Renault Code of
Good Conduct”.
The Human Resources policy therefore rests on the commitment and expertise
of Renault employees, key assets that guarantee the success of Renault
Commitment 2009 and all subsequent projects. This development-centered
Human Resources policy plays an essential role in the sustainable performance
of the company. It is focused on three key objectives:
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motivate the men and women who work for the Group through high-quality
management and a clear and effi cient system that rewards individual
performance;
contribute to the Group’s performance by providing it with the necessary
expertise, particularly at international level, and by pursuing productivity
gains;
share Renault’s values with all employees. These values are factors of cohesion
and solidarity in a company that has become global and multicultural.
In 2007, the Group reorganized its HR function, on the basis of two simple
principles:
give the HR function strong presence alongside all employees, by appointing
Local Human Resources Offi cers to support managers and to listen to
staff;
increase the role of HR in skills management through a global and international
approach, and through the appointment of Advisors in Careers and Skills
Development in each of the global functions.
These local and global aspects are both directly linked to the central
corporate HR department grouping expertise in HR activities and which relies
on HR departments in each Region to deploy the Human Resources policy
worldwide.
This new organization is designed to support the three priorities set for the
Group’s Human Resources function as part of Renault Commitment 2009:
promote high standards of management;
make sure that the HR function meets world class standards in terms of
costs and added value;
put in place a homogenous, coherent and cross-functional system of
HR management at global level through Group-wide policies and standards.
Renault is ranked among the leaders by extra-fi nancial ratings agencies.
The Human Resources activity makes a strong contribution to these results.
3.1.1 MOTIVATING THE MEN AND WOMEN WHO WORK FOR THE GROUP
Employee motivation depends on management’s ability to bring staff together
and to set clear achievable individual targets that can be monitored and that
contribute to the success of the Group. Recognizing employee performance is
another key factor. In 2007, Human Resources sought to improve the quality
of management and to reinforce the system of rewarding performance in order
to promote employee commitment.
3.1.1.1 MANAGEMENT QUALITY
A COMMITMENT SURVEY
Management is key to the success of Renault Commitment 2009. To measure
perceived levels of management quality and personnel commitment, Renault
called in an international specialist in 2006 to carry out its fi rst employee
survey on the subject of “Commitment”. The objective was to identify areas for
80 Registration Document Renault 2007
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improvement and to defi ne progress actions for each site, department, subsidiary
and country, as part of a collective approach applied by all employees in order
to improve the quality of management and boost commitment by staff.
More than 100,000 employees took part in the survey, which had a response rate
of 87%. The results, which were presented to all employees in December 2006,
brought to light a high level of commitment and attachment to the company, and
paved the way for the implementation in 2007 of more than 1,000 progress
actions at company and local level.
A second survey was carried out in 2007, between 3 and 14 December.
The aim was to assess changes compared with 2006, identify the areas for
progress, and adjust the actions currently in progress – defi ning new ones
where necessary – in order to improve the quality of management and boost
personnel commitment in 2008. The results will be announced to personnel
in fi rst-half 2008.
The participation rate remains high at 88.3%, an increase on 2006. This fi gure
refl ects the involvement of Renault personnel in the company’s future. The level
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