Key figures

 

Employment:

Employees

Workforce: 2,525

Number of women: 212

Number of blue collar workers: 1,794

 

Training:

Percentage of real expenditure in relation to payroll: 3.8%

Rate of access to training: 78%

Average number of hours of training per employee: 45

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Collective bargaining agreements signed by the site

• Rider No.4: Agreement on bonuses related to industrial performance.

• Report of disagreement with the 2007 Wage Agreement.

• Rider No.5: Agreement on bonuses related to economic performance.

• Contract of confidence for production at year end: denounced.

• A reworking relief team was set up.
  

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Workforce

The site saw two main employment phases:

• In May 2007, the necessary extra personnel were sourced for the production start-up of the new vehicle (900 temporary staff and 300 workers assigned from other Renault sites).

• In November 2007, the plant geared up for a night shift working at full output (+1,100 temporary workers in February 2008).
  

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Training hours

In 2007, the training plan for the new vehicle launch was implemented: more than 110,000 hours of training were delivered.

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Occupational accidents

For the fourth year running, the site reported a drop in the number of workplace accidents, exceeding the target.

Considerable efforts were made to improve ergonomics, especially as part of preparations for the new vehicle project.

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Initiative & Creativity

The system of Practical Suggestions for Improvement, overhauled in May 2006, started paying off in 2007. The number of suggestions has increased substantially, but there is still room to improve quality.

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Highlights

 

Initiatives to promote employees' fundamental rights

• Promoting health

A "stop smoking" campaign was launched to prepare and support the compulsory ban on smoking indoors. This involved 300 medical examinations carried out by a specialist in tobacco addiction from the Pasteur Institute and 1,000 follow-up examinations by nurses from MCA. Result: a 20% success rate (employees who have given up smoking completely). A commission made up of employee representatives monitored the campaign. Covered outdoor smoking areas were built.

• Promoting safety and good working conditions

A new approach was adopted to achieve a better match between people and jobs. Employees were assigned to jobs more in line with their capabilities, known medical conditions and workstation assessments.

• Ensuring staff representation

Personnel representatives were involved in the New Kangoo project. The Works Council was informed throughout the project and visited the Prototype Centre to see how work was progressing.