Renault is eager to benefit from the cultural diversity and the resulting breadth of experiences of its personnel. Diversity is considered an important driving force behind performance, motivation and commitment, affording a decisive competitive advantage: innovation is stimulated by diversity in people's education, training, talent and background. Then the closer the workforce profile reflects the diversity of people in the 125 countries where its cars are sold, the better Renault will be able to understand and satisfy its customers' expectations.

Women's Forum

Renault's diversity policy extends to the four priority areas of gender, disability, age and origin. Initiatives in all these areas have two main purposes: to facilitate the personal development of each employee as an individual, and to enhance company performance by harnessing a fuller breadth of talent.

At the beginning of 2010, the Group launched the Women@Renault plan to improve the representation of women at every level of the company. This plan includes two sections: a human resources plan and a social network plan.  

The human resources aspect concerns talent management (recruitment, training, career management). Here, Renault has set precise targets:

  • Recruit 30% women in technical functions and 50% women in sales and marketing functions
  • Increase the proportion of women in key functions to 25% by 2016
  • Ensure at least one woman is put forward as a candidate to take over each key position left vacant

At the end of 2014, women accounted for 18.4% of the Renault workforce (up from 17.6% in 2013). Workforce gender breakdown is measured at all levels: women hold 18.3% of white-collar managerial positions, 22% of the company's 2,000 key positions, 16.7 % of the topmost 150 positions (up from 16% in 2013) and 18.2% of Group Executive Committee positions, a very high figure for the automotive industry.

The program also includes support through mentoring and specific training courses enabling women  to fulfil their potential and leadership capacities.

The Woment@Renault plan also started a company social network, which now has more than 4,500 members worldwide and local networks in 12 countries.

Renault also actively supports the workforce integration of people with disabilities, by signing agreements, adapting workstations, raising awareness of co-workers, setting up partnerships with specialized organisations, and working with suppliers from the sheltered sector. In 2012, Renault launched an internal social network on disability, Handi@Renault, which has more than 1,000 disabled and non-disabled members.

A Renault dealership in China

To encourage talent of all ages, the Group has strengthened its ties with the education sector (3,600 young people trained in 2014*), supports disadvantaged young people (3,850 individuals on skills contracts since 1992), and leads cooperation projects with schools and universities around the world, especially through the Renault foundations.

Solidarity between the generations and training for young people

In 2013, Renault s.a.s. signed a "generation contract" to promote youth and senior employment and solidarity between the generations.

One of the points in this agreement is that 30% of permanent employment contracts should be reserved for young people, 10% for former interns and 2% for persons aged 50 or more.

* At Renault s.a.s.