2007 Interactive Registration Document - Renault

of employee commitment remains one of Renault’s strengths. Employees also
confi rm that the company is very much focused on customer satisfaction and
that the quality of its products and services is visible and appreciated by all. They
also take a favorable view of Renault’s situation compared to the competition
with respect to international expansion.
The survey is included in Group processes as an aid to continuous
improvement.
MANAGERIAL TRAINING COURSES
Training is key to improving management quality. In 2007, the Group adjusted
both the structure and content of its managerial training practices to refl ect
the fi ndings of the “Commitment” survey.
Master plan
The management development program is based on training organized at
corporate level, as well as by business line, Region and project. In 2007, the
master plan for managerial training restated the training objectives at each
level:
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corporate level: develop cross-functionality and a shared culture;
main business line: promote performance-boosting management;
local (Region/country): reinforce shared managerial practices linked to
management of the entity.
In 2008, the content of corporate training is set to change. It will focus on
applying management fundamentals (common base) and on the priorities
necessary to establish a culture of performance, to develop cross-functionality
and to promote a customer focus.
Deployment of managerial training courses ✦
In 2007, the Group adjusted its managerial training practices to refl ect the
fi ndings of the “Commitment and management quality” survey.
The Group organized training for managers in conducting performance
and development reviews prior to the 2007-2008 campaign. More than
1,500 managers were concerned in 2007.
The deployment of existing corporate and business line management courses
continued.
Corporate training refers to courses of a general nature aimed primarily at
managers. These courses are designed to establish a shared corporate culture
covering not only the strategic vision and values of the company but also its
working methods and organization. These programs are organized at different
stages of their careers, i.e. when they are fi rst hired, when they become young
managers and when they have gained experience.
In 2007, these courses concerned:
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new recruits: 351 managers and 143 non-managerial employees. Training
courses for managers included internships in production and sales along
with a seminar on Group strategy, an introduction to project management
and a module devoted to management fundamentals;
✦ Global Reporting Initiative (GRI) Directives
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SUSTAINABLE DEVELOPMENT 03
EMPLOYEE-RELATIONS PERFORMANCE
369 young managers and 300 experienced managers with, in both cases, at
least one-third of participants from Group sites outside France;
58 experienced non-managerial employees, who took part in a seminar
entitled “Convaincre et Agir” (act and convince).
Alongside this corporate training, other courses were organized for senior and
executive managers:
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3C Seminar (senior executives). Based on the theme of management, this
seminar comprised three periods:
the fundamentals of management at Renault,
a midway session, meetings with executive vice presidents, presentations
of Group entities by working groups, accelerated cross-functionality,
company strategy and its deployment; 82 people took part in this seminar
in 2007;
seminars for management teams and managers with strong potential. These
seminars, held in prestigious international environments, involved debate
and discussion of present and future trends. They aim to develop a strategic
vision and approach to Regions and markets, through an understanding of
geopolitical, economic, technological and cultural issues. 65 people took part
in these courses and were able to hone their skills, especially in fi nance and
management issues related directly to their business;
seminar for “key contributors”. This program is designed to help key
contributors become more effective leaders, to help them choose and
recommend methodologies, implement goals, act transparently, and get
results. Set up in November 2006, it is based on three challenges: professional
(gain a better understanding of market dynamics and the extent of global
competition); personal (identify and develop individual working processes
that deliver performance); cultural (grasp the opportunities offered by a
multicultural environment).
Coaching
To help managers improve practices, individual and collective “coaching”
sessions were organized for management committees keen to develop their
managerial qualities. The development of cooperation skills and the management
of complex situations were addressed in management workshops.
Management of engineering departments
A number of initiatives were organized in 2007, and are set to continue in
2008 at several levels:
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refocus business-line management on the fundamentals:
a sites director has been appointed and a dedicated team of almost
300 people put in place,
a survey of 12,000 employees has been conducted by an outside fi rm to
identify possible areas of improvement;
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Registration Document Renault 2007 81