Key figures

 

Employment:

Employees

Workforce: 4,762

Number of women: 318

Number of blue collar workers: 2,409

 

Training:

Percentage of real expenditure in relation to payroll: 4.4%

Rate of access to training: 85.1%

Average number of hours of training per employee:  26 

 

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Collective bargaining agreements signed by the site

An agreement on "Practical Suggestions for Improvement" was signed on February 21, 2007 at the Cléon site by two trade unions; CFE-CGC and FO.

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Workforce

After several years of steady recruitment (more than 2,000 people recruited between 2000 and 2005), priority was given to balancing workforce numbers between sites. As part of this, Cléon welcomed up to 120 people from the Sandouville and Flins sites.

Renault Cléon is committed to developing its capacity to welcome and support unemployed young people identified by local employment offices and who are facing difficulties in their professional integration. To  develop their professional skills, two plans have been put in place for two different vocational certificates. A full 97% of candidates received their diploma in 2007 and 70% found a job during the year.

An average of 65 young people enter into a two-year apprenticeship on the site every year. For this work-study arrangement, trainees are supported by tutors or apprenticeship leaders who have received training in their  role.  In 2007, 95% of these young people passed their exam, for all functions and diplomas.

Internships: Cléon welcomed 500 interns, from secondary school pupils to doctoral students, for a wide variety of internships.

School/business relations: since 2000 Cléon has developed and structured its relations with the educational world. Particularly with the educational authorities in Rouen and, more recently, in Caen. These initiatives aim to promote careers in powertrains.

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Training hours

The number of hours levelled off in relation to previous years, when the bulk of training concerned the induction and training of new recruits, and the use of new equipment linked to the arrival of new powertrain subsystems.

In 2007 the training plan focused primarily on upgrading operators' skills, reinforcing the skills of the command line, improving safety and developing the Renault Production Way.

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Occupational accidents

The Health & Safety policy is an integral part of the Renault group's policy on working conditions and, more generally, of the Renault Production Way.  Protecting the health and safety of each employee is an absolute priority for the Cléon plant.  Cléon has a recognized health and safety management system rolled out at all levels of the plant. In 2006 it renewed this label for a period of three years.

Two more initiatives were implemented in 2007:

• Near miss: a system to ensure that safety standards are respected day-to-day by members of the basic work unit and to involve them in their own safety and that of other people.

• Observations: a standard structured process to improve safety behaviour.

These initiatives complement a process focused on the technical characteristics of installations, alongside organizational issues, with the reinforcement of procedures, as well as initiatives in communication, education and training.

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Initiative & Creativity

At end 2006 the Cléon plant received the prize for the best coordination of Practical Suggestions for Improvement (PSIs). It also won a trophy for collaborative innovation in the national "Innov'acteur" competition. The coordination of PSIs continues, with monthly field visits by the management committee, sectoral committees chaired by command line representatives, awards ceremonies, etc.

In 2007 the site signed a new PSI agreement for the next three years. This agreement places the emphasis on PSI management through quality and performance. This new agreement was rolled out after first-quarter 2007, which explains the drop in the number of PSIs submitted. The savings made were, however, substantial.

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Highlights

 

Initiatives to promote employees' fundamental rights:

• Promoting health

The Régal initiative (taking its name from REGles Alimentaires or food rules) was put in place in 2006 to cut obesity at the Cléon site. It is based on a two-strand plan.

The first involves making new products available:

• in the workshops, with more fruit, vegetables and dairy products in vending machines, and with sandwiches containing less fat and more fibre;

• in the company canteen with "balanced" menus available daily.

The second strand involves informing staff through articles in the house magazine, events in the workshops and canteen, and brochures giving advice on eating in the workplace.

As part of the "Régal" charter currently being drafted, the catering firm will make an active contribution to this plan.

• Promoting safety and good working conditions

The health and safety of employees is the site's No. 1 priority.

Several initiatives were put in place in 2007 with the roll-out of two programs:

• Near miss: a system to ensure that safety standards are respected day-to-day by members of the basic work unit and to involve them in their own safety and that of other people.

• Observations: a standard structured process to improve safety behaviour.

- Command line audit program; 
- A pain watch clinic coordinated by the site ergonomist with occupational doctors; 
- Continued efforts to phase out "intense" jobs and to assess workstations on the basis of the simplified safety and ergonomics data sheet. 
- Increased reliability of machine operations (safer maintenance).