A central priority : customer satisfaction
To increase our customers’ satisfaction, we have enhanced our dialogue with them. We do so from the very first contact phase, when we consult customers through forecasting studies, right through to the final phase, when, for instance, we deal with complaints and carry out recall campaigns. Seven hundred people are listening to our customers each day around the world.
Transparency with our employees and their representatives
We seek to create meaningful and transparent dialogue with employees and their representatives at every level.
In 1993, Renault became one of the very first companies to set up an international body to represent its personnel: the Renault Group Works Council (CGR). The CGR maintains transnational dialogue on the Group’s situation and strategy and on major Group developments. It is made up today of 40 representatives from 20 countries.
On July 2, 2013, the Renault group, the Renault Group Works Council (CGR) and IndustriALL Global Union (a federation of unions representing metallurgical workers) signed a framework agreement titled “Working together for sustainable growth and development”. The signatories commit to taking actions in five areas: respect of employees’ fundamental rights, social responsibility to employees, responsibility to society in the areas where Renault is located, relations with suppliers and subcontractors, and reduction of the environmental footprint.
Suppliers account for 57% of the cost price of vehicles.
Their technical, logistical and financial performance is crucial to our business. Any shortcomings on their part, whether related to the quality of parts delivered, a logistical problem, financial difficulties or a loss of reputation, have a substantial impact on our plants’ output and on our projects.
As such, it is essential for us to maintain relations of mutual respect, transparency and trust with our suppliers.
To simplify these relations, in 2010 we joined with Nissan in laying down formal CSR Guidelines that summarize what we expect from our suppliers in the areas of safety, quality, human and labor rights, the environment, compliance, and non-disclosure of information.
Investors and financial partners
Since the company’s initial stock market listing in 1994, we have endeavored to regularly provide our shareholders and investors with transparent and clear information.
To satisfy the expectations of individual shareholders, numerous means of communication have been created: a Shareholders’ Club, a brochure containing recent news about the Group, a dedicated section on the website, an interactive module for managing registered Renault shares directly, and a toll-free number. We organize meetings for our institutional investors with financial analysts each time our financial results are published and on the announcement of exceptional events. Individual meetings with investors are also held throughout the year in France and abroad
People living near our sites and local communities
We are convinced that a company has everything to gain by working in localities where conditions are good and the population looks favorably on its industrial or commercial activities. It is therefore in our interest to promote the employment and social integration of local people.
Dialogue with residents, authorities and associations is overseen at local level by Environment managers working at each Renault plant and site.
Institutions and organizations
We forge close ties with institutions with very diverse forms, sizes and purposes. What they all have in common is their active contribution to the building of society.
We work closely with organizations active in the automotive manufacturing sector, including CCFA (Comité des constructeurs français d’automobiles), ACEA (Association des constructeurs automobiles européens) and PFA (Plate-forme de la filière automobile).
We are also a member of employer organizations such as MEDEF.
And as a company actively engaged in promoting mobility, we have developed relations with organizations involved with sustainable mobility issues such as AVERE (Association pour le développement de la mobilité électrique) and the Ellen MacArthur Foundation, which encourages the development of the circular economy.
Back in 2010, when I asked Renault to become one of the main partners of the Foundation, I was certain the Company would commit to a circular economy that is less dependent on natural resources. Three years on, I have witnessed a real change in Renault’s strategy.”