2007 Interactive Registration Document - Renault

03 EMPLOYEE-RELATIONS
SUSTAINABLE DEVELOPMENT
PERFORMANCE
3.1.2 CONTRIBUTING TO GROUP PERFORMANCE
Contributing to Group performance involves discovering and developing
the talents that are essential to Renault’s performance, and particularly its
international expansion. In 2007, the Human Resources function pursued
policies designed to sharpen the Group’s competitive edge. It also sought
to improve its own performance through increased standardization and a
comparison with the best.
3.1.2.1 THE SKILLS PROGRAM
The automotive industry operates against a backdrop of global competition and
requires a range of specifi c skills and expertise. Renault has identifi ed skills
management as one of the factors setting it apart from the competition.
IDENTIFYING AND DEVELOPING KEY SKILLS
In view of the importance of these issues, Renault introduced a forward-looking
cross-functional approach to skills planning in each business line in 2002.
This approach, dubbed the “Renault Skills Program”, seeks to provide the Group
with the skills it needs to fulfi ll its strategic goals. From the outset, it has been
based on two factors: the conviction that upskilling will make a difference, and
the need to look ahead.
Directed by business-line managers with the support of the Human Resources
function, the program will identify and build the skills that the Group needs to
carry out Renault Commitment 2009 and meet its future commitments.
Group workforce by activity at December 31 ✦
Group workforce by geographical region
A total of 48 Skills Leaders, appointed by the CEO, coordinate their skill sets
on a cross-functional basis at global level. They are assisted by a business-line
advisor and a careers and skills development advisor.
Together, they identify the strategic and business-critical skills to be managed,
as well as any new skills that need to be developed in order to support the
company’s international growth.
After measuring the skills gap, the leaders prepare a skills development plan
using a number of tools, including guidance for recruitment, training and
organization, and career planning (Careers@Renault).
The Renault Skills Program is part of a continual drive for progress. Annual
reviews are used to set the objectives for the following year with a view to
enhancing the competitiveness of the company, the performance of its business
lines and the employability of its workforce.
3.1.2.2 EMPLOYMENT POLICY
RENAULT GROUP WORKFORCE ✦
At December 31, 2007 the breakdown of Renault’s workforce was as follows
(excluding employees concerned by the CASA early retirement program).
2007 (1) 2006 2005 % CHANGE 2007/2006
Automobile 127,069 125,827 123,527 1.0%
Sales financing 3,110 3,066 3,057 1.4%
TOTAL 130,179 128,893 126,584 1.0%
(1) Changes in the scope of consolidation had an impact of -1,392 employees in 2007. These include :
– companies consolidated in 2007: +2,425 people;
– removal of the SNR group from the scope of consolidation: -3,817 people.
O n a like-for-like basis on 2006, Renault’s workforce totaled 131,571 at December 31, 2007, up 2,678 people.
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WORKFORCE % OF GROUP TOTAL % BLUE COLLAR % WOMEN
France 63,087 48.5% 38.3 15.4
Europe (excluding France) 23,993 18.5% 50.3 17.0
Euromed 27,127 20.8% 69.5 22.9
Asia-Africa 6,299 4.8% 49.0 10.3
Americas 9,673 7.4% 58.7 9.5
TOTAL 130,179 100% 49.0 16.6
84 Registration Document Renault 2007
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