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Renault seeks at all levels to create the conditions for valuable and transparent dialogue with employees and their representatives. The company favors negotiation in order to take decisions at local, grassroots level and to prepare for changes and manage them effectively, while striking the best possible balance between the interests of the company and those of employees.

Renault, a forerunner on organizing labor-management dialogue internationally with the Renault Group Works Council 

In 1993, Renault was one of the very first companies to implement an international staff representative body, the Renault Group Works Council. The Group Works Council enables Renault to establish transnational dialogue on its situation and strategy as well as major changes at the company. It is currently made up of 40 representatives from 20 countries, 34 of whom representing Renault subsidiaries in the European Union and six from the rest of the world (Brazil, Argentina, South Korea, Turkey, Russia and Morocco).


The Group Works Council organizes an annual plenary meeting at which members of the senior management, including the Chairman, share their views and discuss company strategy. The Council meets more regularly on a select committee basis.


On July 2, 2013 the Renault group, the Renault Group Works Council, representing all Group employees worldwide, and IndustriALL Global Union, an international trade union representing metallurgy employees, signed a global framework agreement called “Committing together for sustainable growth and development”. To find out more, click on the link above.

Wide-ranging labor-management dialogue 

In 2012 some 21 agreements were signed in Renault’s ten major operating countries. Some examples:


  • In Brazil, Renault was in 2011 the first company to sign a multi-year agreement on salaries and qualifications for the 2011-2013 period.   
  • In France, seven collective agreements were signed, including on gender equality, the improvement of working conditions and the prevention of physically strenuous work.

Competitiveness agreements 

Against a backdrop of European economic crisis, Renault is implementing labor-management dialogue aimed at maintaining performance and employment alike.


In Spain, the senior management of Renault Spain signed a three-year agreement (“Convenio”) with the main trade unions on November 13, 2012. The third agreement aimed at improving the competitiveness of Spanish plants, it includes measures on workforce flexibility, wage moderation, and a gradual increase in annual work time. In return, the senior management committed to increasing activity at body assembly and powertrain plants and creating jobs.


In France on March 13, 2013, Renault group Chairman Carlos Ghosn and the CFDT, CFE-CGC and FO trade unions signed the Renault agreement “Contract for a new dynamic of Renault growth and social development in France”. The agreement, covering Renault s.a.s. and its French production subsidiaries, aims, through a broad set of balanced measures generating gains in competitiveness, to provide Renault with a robust and lasting cornerstone for its manufacturing, engineering and tertiary activities in France. The competitiveness momentum set in motion at Renault’s French plants by the agreement has led to the allocation of new production to the Flins site, with the next-generation Nissan Micra to be built at the plant starting in 2013 to the tune of a planned 82,000 units a year.

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