Quality management

Management is central to the success of Renault Commitment 2009. To measure the perceived level of management quality and personnel commitment, Renault conducted a Commitment Survey among the Group’s 126,600 employees around the world in 2006. Aim: identify points that require improvement and define progress plans in all sectors of the company. A second survey was carried out in 2007 to assess changes since 2006, identify areas for progress, adjust the actions currently in progress and, where necessary, define new ones for 2008. The survey is integrated into the Group’s processes as a tool for continuous progress.

Renault also runs corporate training systems, designed chiefly for managers. Aim: ensure that all employees share a common culture (strategic vision, values, working methods, organization, etc.). Training is provided at various stages in employees’ career development. Additional training is provided at business line and local level. Individually tailored career development support, such as coaching, are also offered.

An objective measure of individual performance

At Renault the annual performance and development review is a unique opportunity for employees and their immediate managers to communicate and dialogue together. The review underwent changes in 2006 to assess the contribution of each employee to the Group’s priorities more accurately and focus the assessment on clear, prioritized, measurable objectives. The assessment of each employee’s performance is based on a factual review. It looks at whether the employee has achieved his/her targets on the basis of precise criteria  (i.e. professional skills, behaviour in the workplace, and managerial qualities for executive-level staff).

A more consistent link between results and rewards

The link between the performance assessment and the promotion plan (changes in job position or coefficient, revision of fixed remuneration/ basic salary, bonuses where applicable) has been made more visible and coherent.  The promotion plan now takes place after the performance review and is consistent with the content of the interview. The promotion plan takes into account whether objectives were achieved and how.

Renault is conducting a dynamic policy on resources:

• a motivating compensation policy,

• a profit sharing policy introduced in 2008 at Renault s.a.s. and its French subsidiaries. The policy will be gradually introduced in other Regions and Group subsidiaries in 2009, in order to involve all Group employees in economic performance and financial results with operating margin as the reference.

• employee shareholders, through a voluntary company savings plan.

Promoting participatory innovation

Renault encourages team spirit. In particular, Renault asks its managers to foster initiative and creativity in their teams. The aim is to stimulate concrete ideas for progress and reward the people who come up with the best suggestions to enhance efficiency or generate substantial savings for the Group.