2007 Interactive Registration Document - Renault

03 EMPLOYEE-RELATIONS
SUSTAINABLE DEVELOPMENT
PERFORMANCE
In France, Renault has signed a business commitment charter to promote
equal opportunity in education. It is also supporting initiatives to promote its
activities, particularly through:
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the “Course en Cours” high school prize. This teaching project, which brings
together high schools and universities, is aimed for children from the least
privileged social and cultural backgrounds. The idea behind the project is to
design, validate, manufacture and promote a mini Formula 1 vehicle that will
compete in national and international events. Students from higher education
act as tutors for their project. They encourage the young participants to
plan their future careers and build a personal project. At the same time,
participants discover the realities of the workplace;
the opening of a special preparatory class at the prestigious Lycée Henri IV
in Paris, giving grant students the best chance of passing the entry exams
for the most selective business and engineering schools. The Lycée Henri IV
has given Renault the opportunity to sponsor a class over a period of three
years. Managers from the company will act as tutors and bring the young
people the benefi ts of their enthusiasm and assistance (visits to sites,
information required, support, etc.).
In 2007 the Group took part in 26 forums for leading business and education
schools in France and elsewhere.
WELCOMING YOUNG PEOPLE
Renault is also pursuing its commitment to the vocational training of young
people. In 2007 Renault s.a.s. opened its doors to nearly 4,000 young people,
including 934 on work/study courses and more than 2,800 interns at all levels
and in all areas. Renault has also welcomed several dozen doctoral students.
3.1.2.4 CAREER DEVELOPMENT
SUPPORTING CAREER PATHS AND DEVELOPMENT ✦
Against a constantly changing backdrop, career paths provide the basis to build
and develop personnel skills over time, through the gradual accumulation of
experience.
Through its policy of professional advancement, the Renault group aims to
always have the skills it needs and to motivate employees by providing attractive
career prospects. Renault therefore places strong emphasis on internal mobility,
which takes priority over external recruitment. The company also encourages
international and “inter-business line” mobility.
The approach is based on a “mobility Charter”, with seven key rules setting
out the rights and duties associated with job transfers within the Group, for
both employees and managers, as well as the conditions governing the way
mobility works.
Employees can use a range of tools available on the Group’s intranet to build
their career path:
careers@Renault is a tool launched in early 2006. It describes the main
job positions available in France in the company’s key business lines, from
design to support functions, through production, sales and sales fi nancing.
It also illustrates the wide diversity of career paths available, both within
and between business lines. More than 1,000 benchmark positions (jobs
representing key career development stages within a business line) and
bridging positions (jobs that make it possible to move from one business
line to another) have been described and published;
a job opportunities site (JobAccess) is available in fi ve languages.
Forward career planning is organized by the Human Resources function, which
draws on information from the careers committees, the individual management
committees, as well as on the employee’s annual performance and development
review.
A working group was set up in 2007 to optimize mobility across the company.
The aim is to cut the time taken to fi ll a job, to match profi les with available
job positions and to shorten the time spent making this match.
At the same time, Renault s.a.s. has reviewed a signifi cant part of the rules
applying to the management of staff categories through a range of company
agreements. These agreements concern:
production operators.
A new skills acquisition program promotes the professional advancement
of all production operators. International deployment is continuing across
all Group manufacturing sites. The objective is to provide common skills
standards and training programs in order to guarantee the best production
conditions for product quality, regardless of geographical location, and to
maximize the sharing of resources and expertise;
non-managerial staff.
Three agreements specify the terms of integration for new non-managerial
staff (recruited with a higher technical diploma), career paths for team
supervisors and shop foremen, and the career management rules for nonmanagerial
staff with promotion potential;
access of non-managerial staff to managerial status through internal
promotion.
Promotions to managerial status within Renault s.a.s and Renault’s French
subsidiaries (excluding Renault Retail Group and RCI Banque) are governed
by a company agreement, which plays a key role in internal promotions.
It concerns between 100 and 120 employees a year in all business lines.
Managers promoted through this plan now make up more than 20% of the
total. In 2008 Renault will pursue its proactive policy of internal promotions,
making full use of the new tools designed to identify staff with potential.
86 Registration Document Renault 2007
Find out more at www.renault.com
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