Renault wants to benefit from the cultural diversity and wealth of experience of all its component parts. Diversity is a key driver of employee performance, motivation and commitment. It is a decisive competitive advantage: the varied educational backgrounds, talents and career paths of personnel are sources of innovation. The promotion of cultural diversity is therefore a key driving force behind the Group’s whole HR and CSR policy.

WOMENS-FORUM-2015

 

 

AN APPROACH THAT FOSTERS COMMUNITY SPIRIT

To ensure that everyone has equal employment opportunities and that they can develop within the Company, Renault has embraced the issue of diversity through a process of inclusion: recognizing, understanding and valuing differences so as to better integrate them. Adopted at the highest level of the Company and implemented by various stakeholders (Management, Human Resources, CSR, social partners and staff volunteers), this ambition is channeled through a multiple action plan.

 

A COMPREHENSIVE POLICY FOR GENDER DIVERSITY WITHIN THE COMPANY

In order to promote gender diversity, in early 2010, Renault launched Women@Renault, a comprehensive plan for improving the representation of women at all levels of the Company.

The first aspect, Human Resources, involves talent management (recruitment, training, career management) and Renault has set quantifiable targets for the plan:
- recruit women for 30% of technical positions and 50% of sales positions;
- increase the percentage of women in key positions in the Group to 25% at end-2016;
- propose at least one woman in succession plans for key positions in the Group.

The second aspect of the Women@Renault plan is based on an internal social network, which has been mixed from the beginning, international and multi-category, where men and women discuss the progress of the equality initiative and analyze best practices in terms of training and career management. It currently has over 4,500 members in 13 countries, 21% of whom are men.

 

Key numbers 

- Women accounted for 18.8% of total Group staff at end-2015 (compared with 11% in 2000);
- 24.2% of key positions within the Group were held by women at end-2015 (22% in 2012);
- Three of the 12 members (25%) of the Group Executive Committee in 2016 are women;
- Last but not least, six of the 19 directors who sit on Renault’s Board of Directors in 2016 are women.

A Renault dealership in China

COMMITTED TO DISCUSSING LGBT TOPICS

As part of the discussions launched in France by a group of staff volunteers regarding LGBT (lesbian, gay, bisexual and transgender) topics, a number of actions have been put in place in collaboration with Senior Management and the Company’s labor unions.

 

PROMOTE TALENT AT ALL AGES

Renault is committed to developing talent at all ages, particularly by supporting young people’s integration into the workplace and capitalizing on the experience of seniors. Renault pursues an active policy in relation to young people, from college until they enter working life. The Group develops programmes and actions to forge links between the worlds of education and employment, and to professionalize and develop their employability, with a particular focus on the promotion of diversity and equal opportunities.

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FACILITATE INTEGRATION OF PEOPLE WITH DISABILITIES INTO THE WORKFORCE

In 2015, Renault continued its initiatives to promote integration, job retention and support for people with disabilities. Group-wide, the employment rate of people with disabilities is 3.44% at end-2015 (scope: worldwide).

There are four aspects of this policy:
- integration: Renault s.a.s. is particularly committed to supporting the integration of young people with disabilities through work/study contracts or internships and through partnerships with several non-profit organizations, promoting workplace integration;
- workstation adjustments (eg lifting tables, conveyor belts, pallet trucks, real-time transcription and sign language video interpretation service, to maintain the employability of people with disabilities);
- access to workstations and staff facilities (eg site access, dropped curbs, theater induction loop systems, signs, etc.);
- prevention, awareness-raising and training: each year various initiatives are organized internally, mainly to develop managers and employees’ understanding of the issues.