2007 Interactive Registration Document - Renault

For 2007, Group turnover totaled 7%.
This fi gure is calculated as follows (based on the workforce under permanent contract):
(total incoming staff in 2007 + total outgoing staff in 2007) / (2 × average
workforce).
The overall workforce is increasing as a result of Renault’s expansion outside
Europe. In Europe and France, after a number of years of intense recruitment
(31,000 people recruited since 2004), the workforce decreased (a 3.5% drop,
excluding the impact of changes in the scope of consolidation such as the
removal of the SNR group). Workforce numbers in France make up about half
of the Group’s total workforce.
SHARPEN COMPETITIVE EDGE AND SUPPORT GROWTH
Renault is pursuing an active employment policy to renew its skills and support
its international growth, while pursuing productivity gains in a fi ercely competitive
environment.
More than 7,000 new employees joined the Group in 2007, including more
than 5,500 at international sites.
Recruitment in France is now focused on the main needs of business lines,
primarily for Renault Commitment 2009: purchasing, logistics and engineering
as part of the team support plan, etc. The main objective is to continue to
integrate, develop and maintain new skills. To this end, alongside its training
efforts, Renault is relying on proven career management aids: induction courses,
career committees, mobility and internal promotions.
A number of measures were taken in 2006 to balance workforce numbers
between sites and thus limit the impact of under-activity at some industrial
sites and, in particular, partial unemployment. As part of this process, which
continued in 2007, some 800 members of personnel were loaned to various
sites on request.
At the same time, the Group continued developing its international business
locations: ✦
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continued development of Renault Technology Romania;
a new development center in India;
agreement for a new site in Tangiers (Morocco);
continued industrial ramp-up in Russia (Avtoframos) and Romania (Dacia).
To support its international expansion, Renault set a target in 2000 of recruiting
20% of managerial staff with international backgrounds in terms of training
or nationality. This steady increase in diversity, seen in most departments in
France, provides rich input in discussions and greater insight into practices
and habits. It also creates a large pool of employees who can be mobilized as
part of Renault’s international development. In 2007, 30% of the engineers and
managerial staff recruited by Renault s.a.s. had international backgrounds.
To achieve this goal, Renault is working through a dedicated team of recruiters.
The company establishes partnerships with international schools and universities,
awards study grants to foreign students, and organizes internships for foreign
trainees (35% of trainee engineers and managers at Renault s.a.s). It also
operates VIE (international corporate volunteer) schemes (74 in 25 countries).
✦ Global Reporting Initiative (GRI) Directives
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SUSTAINABLE DEVELOPMENT 03
EMPLOYEE-RELATIONS PERFORMANCE
Renault’s corporate web site, http://www.renault.com offers a range of vacancies
that are regularly updated. Candidates can also submit their applications online
and learn about the professional skills needed by the Group. More than 940 job
and internship offers were published in France in 2007, receiving more than
38,000 applications. Web users can also consult the local job offers published
on the HR sites of 11 countries: Argentina, Belgium, France, Germany, Iran,
Italy, Portugal, Romania, Russia, Spain and the UK.
3.1.2.3 COOPERATION WITH
THE EDUCATION SYSTEM
TO BUILD THE PROFESSIONAL
SKILLS OF YOUNG PEOPLE
Upstream of the recruitment process, Renault is putting in place a series of
initiatives that seek to match training programs with the skills needed by the
Group and the professional expertise of young people.
To fi nd out more about Renault’s commitment to the training of young people
with few qualifi cations, refer to c hapter 3.3.5 on “Social Performance”.
COOPERATION WITH SCHOOLS
Renault is working actively with national and regional educational bodies to
encourage training programs that develop the skills needed by the Group.
In several instances, this educational cooperation has resulted in the introduction
of special training courses for careers guidance counselors/psychologists, head
teachers and heads of department.
Renault is developing its commitments in this area through partnership
agreements that give an offi cial structure to the initiatives conducted over
a number of years (e.g. with the Lycée Jules Ferry in Versailles, through a
vocational diploma in electronics and a degree in information technology for
industrial systems).
Renault also maintains close ties with a large number of engineering and
management schools and universities on a wide range of partnership actions
(end-of-study internships, apprenticeship contracts for students with fi ve
years in higher education, sponsoring of course options, the Phénix program,
participation in administrative and/or teaching committees, research projects,
involvement in a number of Chairs and Foundations, in-house training, etc.).
Renault paid €8.5 million in apprenticeship tax in 2007 to around 500 French
schools.
INFORMATION ON THE ACTIVITIES OF THE AUTOMOTIVE
INDUSTRY
Providing information on the wide variety of careers available in the automotive
industry is another way to attract young people and to encourage them to
undertake scientifi c and technical studies.
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Registration Document Renault 2007 85