Key figures

 

Employment:

Employees

Workforce: 4,118

Number of women: 421

Number of blue collar workers: 2,774

 

Training:

Percentage of real expenditure in relation to payroll: 4%

Rate of access to training: 81.4%

Average number of hours of training per employee:  25.7

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Collective bargaining agreements signed by the site

• Rider to the profit-sharing agreement based on the site’s performance.

• Rider of January 15, 2007 amending the rider of November 23, 2006 to the agreement on market variability of May 10, 1996.

• Pre-electoral rider of February 13, 2007 on workplace elections for the members of the works council and employee representatives.

• Rider of February 28, 2007 to the agreement on promoting employee initiative and creativity.

• Rider of June 15, 2007 setting forth the terms of the return to day shifts after the termination of the night shift (Shift 7) on July 20, 2007 and amending the riders to the agreement of May 10, 1996 on market variability.

 

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Workforce

• 41 people were hired on permanent contracts, 39 of them blue collar workers.

• 131 people were taken on as part of skills-building and labour-market integration schemes (young people and adults) leading to jobs (50% of operator recruitments).

• 214 student interns and 15 apprentices were hired.

• 160 employees were hired on fixed-term “holiday” contracts during the summer period.
  
  

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Training hours

A full 82.3% of the training plan was completed in 2007.

The training delivered contributed to achieving the site’s priority targets in the areas of safety and better working conditions, quality, management development and induction of new recruits.

Personal training used e-learning techniques for French and maths.

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Occupational accidents

Prevention of accidents and occupational disease was a priority in 2007. The efforts undertaken through the annual programme to prevent occupational hazards were focused on eliminating or reducing hazards. Shortcomings in safety were recorded in a database and an appropriate action plan was developed. This plan is monitored regularly by the plant management committee.

A major focus of the site's prevention policy lies in fostering exemplary safety behaviour in all employees. To this end, the site used safety training, the development of a Safety Dojo plan and the rollout of the OBSERVE programme. 

All these actions contributed to achieving our best result in reported accidents in 2007: a rate of 13.4.

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Initiative & Creativity

The implementation of a new agreement on promoting staff initiative and creativity, which encourages Practical Suggestions for Improvement and better on-site organization, reflecting the company’s profitability goal.

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Highlights

 

Initiatives to promote employees' fundamental rights

• Promoting health

Employers have a duty to combat alcoholism. To this end, Flins has set up a turnkey network, linking the plant’s health service, an alcoholism mediator (an employee seconded part-time), a social worker, employees’ own doctors, a psychiatrist, rehabilitation centres, and associations of reformed alcoholics. Results: the number of ex-alcoholic employees who were drinking again a year later was lower than the national average.

• Promoting safety and good working conditions

In 2007, training in safety was stepped up for Renault employees, temporary staff and staff from subcontractors. Practical safety workshops focused on safety behaviour. In partnership with the police and the national road safety association, Renault sas Flins also trained motorcycle users in accident prevention.

• Promoting employment

Background: Twingo I was discontinued in June 2007 and the night shift for Clio III ended in July 2007. When temporary workers’ contracts expired, a system was set up to help them find other jobs. Approximately 1,000 temporary workers were invited to information sessions. Target: make job offers, training or temporary assignments available to them through individual counselling.