Groupe Renault - 2020 Universal Registration Document

207 GROUPE RENAULT I UNIVERSAL REGISTRATION DOCUMENT 2020 02 OUR SOCIAL COMMITMENT GROUPE RENAULT GROUPE RENAULT: A COMPANY THAT ACTS RESPONSIBLY CORPORATE GOVERNANCE FINANCIAL STATEMENTS RENAULT AND ITS SHAREHOLDERS ANNUAL GENERAL MEETING OF RENAULT ON APRIL 23, 2021 ADDITIONAL INFORMATION The Group’s Learning & Development department has had to adapt the methods of managing the L&D community composed of representatives of the 15 business academies, the training and development teams of the Regions and the 15 main countries. For example, the L&D community’s annual seminar was a wholly remote event involving working sessions spread over three days, with discussions between sessions. The objective of this seminar was to share feedback on the evolution of our practices since September 2019, but also to create a shared vision to develop a learning corporate culture, allowing all Group employees to train regularly throughout their career at Renault. To achieve this objective, which will involve a steady increase in the rate of access to training, the development of a qualitative learning experience is essential. Groupe Renault has therefore continued to develop its training management system (LEARNING@ALLIANCE) by making it easier to understand the offer through rapid access to targeted training on important issues ( e.g. managing a team remotely, improving language skills, etc .) while allowing individualized paths with a choice of training subjects preferred by the employee in question. The digital training offer has also been strengthened, with new online training modules developed in particular by the “Digital Learning Factory”. Access to training from an application available on smartphones has also been activated for Group employees located in pilot countries (France, Spain, India, Morocco, etc .) in order to promote e-learning, including during periods of lockdown. The functional academies The functional academies continue to revamp their training offering to adapt it to the technical skills requirements of the Group and the health context. The Manufacturing Academy , which covers the 37 Renault plants, the seven Production Engineering RTx and the 10 Supply Chain DLO, created seven training catalogues (stamping, machining, safety, logistics, etc .) and 29 training courses (reliability, SSV maintenance, etc .). To develop access to the Manufacturing training offer, new training courses have been designed to be rolled out digitally. This academy has also contributed to the reinforcement of strategic Supply Chain skills. All of the Academy’s programs are offered in three languages (English, Spanish, French), and a network of local relays enables the translation of training content into the Group’s seven other languages. The Engineering Academy has invested in the development of the pedagogical and digital skills of trainers and educational engineers with the opening of a “Learning Lab” , a place of learning aimed at sharing best practices and developing new uses in training while optimizing the use of the tools made available to the teams. make data central to the businesses), and is extending its training offer on autonomous vehicles, electric and hybrid vehicles, and regulatory standards and requirements. It is also creating new training courses directly linked to the Group’s strategic levers such as electrification, hybridization, cyber security and Artificial Intelligence. A learning engineering department is creating new learning spaces such as the “Learning Engineering Days” (LED) (online conferences of Group experts on technological and digital transformation to The Alliance Purchasing Organization Academy has reinforced the Procurement Academy program with the creation of three tailor-made e-learning modules. Major marketing work has been carried out to promote this offer online, with a weekly selection of content to follow. By applying neuroscience-based best practices for interaction and learning effectiveness, there has also been a particular focus on the quality of learning materials. The Quality and Customer Satisfaction Academy has organized workshops in the Learning Lab , thereby continuing its digital transformation and supporting the upskilling of its people (trainers, technical mentors, the international network of training officers). This collaboration with the international Quality network & Customer Satisfaction Academy has contributed to the improvement of collaborative work based on a maturity grid and associated action plans. The Finance Academy has accelerated the digitization of its offer with the creation of 12 new e-learning modules on the fundamentals of finance (accounting, credit management, customs, transfer pricing, etc .). The Digital Academy has rolled out two e-learning training courses (Agile & Data), supplemented by six training courses on Agile, Cybersecurity and Data (created in one month), available to all Group employees. It has also designed and rolled out distance training courses on Agile, Data, Architecture and Office Automation skills (11 synchronous and remote training courses). A committee of experts and specialists from different departments has also been created to oversee the development of cross-disciplinary skills in Data and Cybersecurity. The Sales, Marketing & Communication Academy has reinforced its blended training courses on digital marketing, customer intelligence and fleet sales, and has contributed to better product knowledge by launching a new learning chain on After-Sales skills, in conjunction with the skills assessment campaign. Faced with the swiftness and scale of the health crisis, the training and Human Resources teams very quickly mobilized to adapt the training offer by proposing different learning methods to their employees (e-learning, video learning, webinars, virtual classrooms, blended learning, etc .). By addressing a wide variety of themes (technical and cross-disciplinary skills), relying in particular on the digital training offer proposed by the Group in LEARNING@ALLIANCE, the commitment of the community of internal trainers and the availability of business experts, the main objective was to avoid compromising actions already undertaken to develop talent.