With high-quality management through Renault Management Way
Renault has a Group-wide management process, called Renault Management Way. Designed by the Group Executive Committee in 2009, the process defines the roles, rules of conduct and attitudes expected of the Group’s managers.
The aim is to improve management quality and employee engagement by ensuring that the same set of rules on management and behavior in the company is shared, owned and applied everywhere in the world.
Renault Management Way is a customer-focused, profit-driven management style, supported by motivated employees.
For staff, a manager must be a leader (applying strategy and knowing how to delegate), a coach (supporting staff) and a mentor (guiding staff). The manager adheres to rules of behavior based on the values of loyalty, transparency, openness and diversity.
Along with specific training, Renault has also set up other mechanisms for providing individualized, long-term support for managers: internal coaching, mentoring for new managers, and a Renault Management Way community.
Newly appointed managers are offered individual support over a period of several months under the mentorship of an experienced manager recognized in his or her field. This provides a precious opening for interchange on the many questions and ideas that come to mind during this important initial management experience.
In 2014, the Renault Management Way community was opened to all Groupe Renault managers worldwide, via the My Declic internal social network. The community, which has 10,000 members, offers managers weekly posts in French and English. The interactive platform provides managers in all functions, from all countries, with a valuable sounding board for ideas on management across Groupe Renault.
To ensure high-quality management, Renault commissions an independent international consultancy to measure the commitment of employees and their perception of management through regular surveys.
By offering a rewarding working environment
The global framework on the working environment, introduced in 2012, aims to make Renault a place where quality of life at work is recognized by employees all over the world, and supports the company’s overall, long-term performance.
The framework has four focuses:
- environment and work spaces: accessibility, travel, collaborative tools, locations
- work/life balance: remote working, meetings, employee services
- management and engagement: participation, recognition and team spirit
- health and well-being: cross-cultural exchanges, belonging to the Group, atmosphere