2005 ANNUAL REPORT - Renault

Sustainable development
Expanding competencies
Since 2002, Renault has taken a systematic approach
to skills development based on forward planning
in a 10-year horizon, drawing on input from departments
and the HR function. Through this Skills Program,
Renault is able to identify critical competencies and take
appropriate actions, applying levers that include
recruitment, training, staff mobility and knowledge
management.
Training is thus a natural priority, and in this area
Renault has set itself the ambitious goal of offering
equivalent access to all employees. In 2005, more than
four employees in five benefited from training within
the Group.
Attracting and motivating talent
On a fiercely competitive labor market, Renault aims
to be an employer of choice for young talent. In this,
its three main priorities are cooperation with the education
system, initiatives to raise awareness of the automotive
industry among young people, and professional training.
Renault hosted more than 5,850 young people,
including more than 600 apprentices, 4,000 interns
and 106 corporate volunteers in 2005.
Staff mobility within the Group is also a priority.
At the end of 2005, Renault took a new initiative in this area
with the launch of the Careers@Renault intranet site
detailing career opportunities within given areas
of expertise or on a cross-functional basis.
Management quality is naturally always a focus
of attention, and Renault is involved in several initiatives
to underpin individual and team commitment to the highest
professional standards. In 2005, these included
extension of the 360° Feedback Program – which allows
managers to better understand how others perceive
their working methods – to 5,100 Group managers.
Special programs have also been set up to support
managers and technicians at each stage in their career
development at corporate, functional and regional levels.
A major communications drive
focused on Renault's appeal
as an employer.
Renault is actively committed to safeguarding employees'
health and ensuring working conditions that are a source
of motivation. Results are measured in site audits with
a seal of approval awarded in recognition of compliance.
Workstation ergonomics have been steadily upgraded
and the number of workplace accidents were nearly
halved in five years. Approval had been granted
or renewed at 53 manufacturing, administration,
engineering and sales sites at end-2005.
Finally, active dialogue with unions and other staff
representatives continued within the framework
of the Group Works Council and structures that exist
for this purpose in each country. Renault is committed
to high-quality, active and responsible relationships with
employee representatives at all levels of the business,
and in 2005 defined a Group-wide policy for this purpose.
2005 Renault Annual Report
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