PSA COUV page . page RA GB - PEUGEOT Presse

Human Resources
MANAGING THE LABOR IMPACT OF
A CHANGING BUSINESS
information technology and management
practices.
MAINTAINING THE EMPLOYABILITY
OF FEMALE STAFF AT THE RENNES
PLANT
At the production plant in Rennes,
the development of new onboard
electronics required the conversion
of the wiring shops, where around
85% of the workers were women.
In 1999, to prepare for the changeover,
plant management extensively
reconfigured the workstations and
set up training programs to help the
workers learn new skills. By the end
of 2002, more than 80% of the
workers had been transferred to
other jobs, such as forklift driver,
automotive electrician, mechanic or
shopfloor logistics manager.
Transfers will continue in 2003.
The Group’s commitment to
retraining the wiring operators and
offering them new job opportunities
was reflected in two contractual
arrangements. One, which covered
the above programs, was a plantwide
agreement on gender equality
in the workplace signed with the
plant’s unions on November 27,
2001. The other was a gender
equality contract signed on January
30, 2002 by plant management and
the French Ministry of Social Affairs,
Labor and Solidarity.
• Supporting employees in the event of
job eliminations
Changing technology and markets are
causing the loss of jobs at a number of sites.
In each case, internal placement and other
support programs are implemented to identify
the best solution for each employee concerned.
CONTINUALLY ENHANCING SKILLS TO
PREPARE FOR TOMORROW’S JOBS AND
MAINTAIN EMPLOYABILITY
Training is a primary tool of employee
relations and human resources management.
By fostering skills development, training
contributes to the Group’s success, while
enabling employees to fulfill their career
aspirations. As such it supports their
employability, prepares their career
development and anticipates the Group’s
future needs.
Excluding Faurecia, which manages its
own programs, nearly four million hours
of training were provided in 2002, with a
focus on new employee orientation
programs, automotive production and
product launch-related techniques,
• Anticipating and supporting corporate
change
Because it provides critical support for
successful project deployment, training is
implemented to anticipate and facilitate
changes in the Group’s organization,
business, processes and socio-economic
environment. Training programs are
designed upstream from projects to
improve organizations or systems, so that
people are prepared for their implementation.
Many courses are led by employees who
are experts in the related subject.
• Exchanging expertise across borders
Deployed with the same objectives and
principles in France and abroad, training
programs are supported by crossfertilization
of experience gained in many
countries. Programs are also adapted to
local requirements and expectations.
• Training and integrating young people
Half of all employees have been on the
job less than five years, and by helping to
train young people, the Group is
preparing the capabilities it will need in
CHINA: SHARING EXPERTISE
Under a program to develop employee capabilities and raise the level of vocational education
in China, Dong Feng Peugeot Citroën Automobile (DPCA) has actively participated in assessing
its training needs.
European instructors, all experts in their fields, trained Chinese facilitators, who then led
their own courses, applying the methods they had learned. Since 2001, 457 DPCA employees
have attended 70 courses led by facilitators trained by the European program in such diverse
subjects as quality, sales and maintenance.
In 2002, DPCA also welcomed 40 technical assistants from France, who trained 170 people
over several weeks. What’s more, 130 Chinese employees have participated in training
assignments in PSA Peugeot Citroën plants in France.
66
PSA PEUGEOT CITROËN - MANAGING BOARD REPORT