Groupe Renault - 2020 Universal Registration Document

204 GROUPE RENAULT I UNIVERSAL REGISTRATION DOCUMENT 2020 Find out more at group.renault.com 02 OUR SOCIAL COMMITMENT GROUPE RENAULT: A COMPANY THAT ACTS RESPONSIBLY BREAKDOWN OF WORKFORCE BY AGE 0% 5% 10% 15% 20% 25% 30% 35% 0.4% 13.7% 30.6% 31.9% 20.4% 3.0% <20 years 20-29 years 30-39 years 40-49 years 50-59 years >59 years The breakdown by age is calculated on the global scope as of December 31, 2020. Renault seeks to develop its employees at all ages, notably helping young people enter the world of work through numerous initiatives (see section 2.4.3.1), while at the same time drawing on the experience of seniors. Integration of people with disabilities into the e) workforce EFPD6b EFPD6d The Company has embarked on the worldwide coordination of its disability policy, creating a link between all country initiatives. The purpose of this is to encourage the professional integration of people with disabilities, to improve the employability of people with disabilities (recruitment and retention), challenge preconceptions of disability, ensure greater accessibility, adapt workstations and provide training, etc. The employment rate for people with disabilities was 2.46% in 2020, a slight increase from the rate of 2.33% seen in 2019 at Group level. Since 2020, the Group’s ambition is to ask the countries in which it operates, and where there is no legal obligation on this matter, to ensure that people with disabilities make up at least 2% of its employees. In addition, Groupe Renault is organizing awareness-raising conferences, such as the one on autism in November 2020. Finally, on November 5, 2020, a dozen Brazilian employees launched the Access@Renault affinity group to support employees with a disability and help Renault Brazil go even further in its actions. Performance appraisal and competitive B. compensation policy In 2012, Groupe Renault rolled out a comprehensive HR process management system called Talent@Renault. In 2019, the system was replaced by a new tool, People@Renault, which comprises a number of aspects, including comprehensive management of employee files, performance monitoring and appraisal, and employee compensation (white-collar only). Depending on the subject area, this tool is designed to be used by employees, managers and HR staff. more digital, while simplifying it and extending the scope of action for its users. The implementation of the People@Renault tool in 39 Group countries has ensured that the system is fair, more competitive and Individual performance appraisal a) The performance evaluation is based on three principles: team spirit, shared criteria and dialog, using the individual performance review. The job mastery is assessed according to specific criteria that are identical for all employees, including, technical know-how and the Renault Way principles. The assessment made by the employee’s manager is systematically supplemented with a collective evaluation, to ensure greater consistency and fairness within the Company. Furthermore, the evaluation is based on a discussion between manager and employee during the annual performance review. Employees are invited to make a self-evaluation in preparation for this meeting to enhance the discussion. The individual performance is an opportunity to look at the results of the past year, to set objectives for the year ahead, and to discuss the employee’s contribution to the Company’s performance. If results fall short of expectations, an improvement plan is implemented by the manager and employee to restore a dynamic to individual performance. Regular performance reviews throughout the year are highly recommended in order to ensure continuous professional development. Employee development b) People@Renault provides a way to share common policies and practices in employee development (white-collar) at Group level, such as reviewing training requests or defining criteria for selecting high-potential individuals, as well as the systematic implementation of development programs for those individuals, which include a career plan. People@Renault is also a tool which enables effective management of the succession plans for key positions in the Company. Employee compensation EFPD1g c) The compensation of white-collar staff is based on: the level of responsibility . Positions have been assessed P according to their level of responsibility, using to the Korn Ferry international methodology. This assessment makes it possible to draw up a complete internal mapping of positions across the various business lines and Regions, thereby ensuring greater transparency and global equality of career paths. Another advantage is that Renault can compare its pay scales with the market to better manage competitiveness and the attractiveness of the compensation policy. The fixed and variable compensation system is now determined on the basis of this job classification. This job assessment method has been introduced in 37 Group countries; job mastery , or the capacity to perform a role, defined with P precise and shared criteria to make assessment more objective and standardized within the Group; the level of achievement of the objectives set, including this year P at least one mandatory objective from among quality, safety and compliance. Analysis of these three components ensures that compensation is based on the individual’s contribution to the company, independent of any other factor.