2007 Interactive Registration Document - Renault

3.1.2.5 TRAINING
Vocational training is key to the skills development process. For the company,
training underpins technological change and the implementation of strategy.
For employees, training is a way to maintain the highest level of professional
expertise and to acquire new skills that will be useful to their careers.
TRAINING FOR EVERYBODY
France
In 1999, as part of the agreement on the reorganization of working hours in
France, Renault introduced employee training quotas under an annual “banked
hours” scheme. At Renault s.a.s., the quota is 25 hours for operators working
in shifts, 35 hours for other operators and non-managerial staff and six days
for engineers and managers.
International
In 2007 the Group continued to develop training across the company.
“Core skills” training courses have been designed and implemented for all
Group employees on the basis of four formats:
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Renault experts from a particular entity train Renault employees in another
country;
relay facilitators are trained by Renault experts and then train the employees
at their entity;
Renault employees follow training in another Renault entity in another
country;
Renault employees train themselves using e-learning techniques.
The development of skills schools outside France is continuing. Engineering
schools are now up and running in Korea, Romania, Mercosur and Turkey.
The objective is to organize a training system meeting requirements in
terms of costs, skills and quality, which serves the needs of management
and thus contributes to skills development at the sites in relation with central
engineering.
With the adoption and roll-out of its unique e-learning platform, Renault is
now able to implement distance training around the world and to support
the Group’s international development strategy. For example, engineers from
Renault Samsung Motors (Korea), Dacia and Renault Technology Ro mania
(Romania) and Oyak (Turkey) have been trained to use a computer-assisted
engineering program, in the same way as their colleagues at the Guyancourt
site (France).
At the same time, the Group has restated its language policy. The working
language for the Renault group is French, while the Renault-Nissan Alliance
works in English. Group managers, as well as employees and technicians
using one of the two languages, should aim for a minimum score of 750 points
in the TOEIC (Test of English for International Communication) for managers
recruited by the Group and 750 points in the TFI (international French test)
for managers recruited in France and whose mother tongue is not French.
✦ Global Reporting Initiative (GRI) Directives
SUSTAINABLE DEVELOPMENT 03
EMPLOYEE-RELATIONS PERFORMANCE
The target level for senior managers and managerial staff with high potential
is 850 points. The fl uency of managerial staff in English and French is being
assessed on a progressive basis: across the Group, 21,500 people have
taken the TOEIC test and more than 4,300 the TFI test. At-end 2007 some
3,060 Renault s.a.s. employees had followed English language courses, with
139,756 hours of training. These programs are gradually being rolled out on
an international scale.
EFFICIENT TRAINING
The 2007 training plan refl ects efforts to contribute to Renault Commitment
2009, in terms of training effi ciency and cost management. To this end, Renault
is pursuing several objectives:
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< TABLE OF CONTENTS >
match training plans with the needs expressed by the skills development
leaders. Training courses are developed only on the request of business
lines;
standardize the training offering Group-wide and optimize deployment;
publish the available courses on the corporate intranet and provide regular
updates. the Training Guide lists the courses on offer, while the skills schools
provide employees of each business line with the training they need to do
their job and to meet their objectives;
assess the quality of training: the quality of training, as perceived by the
trainees, is systematically assessed by on-the-spot questionnaires, issued
at the end of each session. The role of these questionnaires is to ensure that
training courses meet objectives. In the case of major programs, surveys of
employees and their managers are organized a few months after the event
to assess the effi ciency of training. More than 40,000 on-the-spot surveys
have been conducted on Renault s.a.s. for an average satisfaction rating
of 16.8/20;
optimize costs: with the help of the Purchasing function, cut the cost of
training purchases, particularly by working on the supplier base. A number
of other initiatives have been set up at the same time to cut the costs of
training and the associated logistics. They concern:
. developing the policy of in-house facilitators,
. cutting the operating costs of training (accommodation, rental of premises,
organization, etc.),
. regular monitoring of attendance.
Introduced by Renault in 2000, e-learning is now a common practice. More
than 78,000 hours of online training were organized in 2007. Integrated with
the mixed training program, e-learning allows employees to progress at their
own pace and according to their needs, in the fi elds of fundamentals and
theory. Classroom training provides richer interaction and is dedicated more
to case studies and role playing. Today, Renault’s e-learning offering includes
corporate content (management, personal effi ciency, English, offi ce automation,
etc.) and regularly gains new business line content (fi nance, management,
engineering, purchasing , quality, parts and accessories, information systems,
etc.). The training offer plays an essential role in meeting the growing needs
for skills development expressed by the Group’s various entities.
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Registration Document Renault 2007 87