With our business becoming more international and the automotive industry in a state of flux, a dynamic approach to skills management is a key part of our HR policy. Our objective today is to equip ourselves with the skills needed to carry out our strategy while increasing the employability of our employees

An HR policy geared to the issues facing the automotive industry

Renault has developed a dynamic approach to skills management to ensure that the company has the skills needed to carry out its strategy while increasing the employability of its workforce.

A Renault Samsung Motors dealership in South Korea

Each company function determines which skills it will need in the future and where it will need them.

“Critical” skills – i.e., ones the company will need in the future – are acquired by training current employees or hiring new ones.

“Sensitive” skills – i.e., ones it will need less and less – call for the preparation of retraining programs.

The company maintains and increases “stable” skills.

In 2013, Renault hired nearly 11,000 people around the world on open-ended and fixed-term contracts to support its international development and prepare for the future.

Training

To develop our employees’ skills, we conduct training programs that meet the company’s needs and increase the employability of our personnel throughout their working lives.

Renault employees in Tangier

The Group offers occupational training in all areas.

Occupational training schools at each site provide instruction in the key skills required by the company. More individualized training to support personal development, learn a language or acquire cross-functional skills rounds out the programs offered in the occupational schools.

A total of nearly three million hours of training were given in 2013 in Renault’s ten main operating countries (Argentina, Brazil, France, India, Morocco, Romania, Russia, South Korea, Spain and Turkey, representing 90% of the workforce).