Groupe Renault - 2020 Universal Registration Document

208 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 The resolute involvement of training actors in the countries The development of digital and distance learning Argentina stood out with the Talent School program. The L&D team has created a general training program with several components: on-boarding, with discussions on business conduct, sustainability, P health, safety and compliance; project management in Agile mode; P quality control methodology; P comprehensive vision of the automotive business; P visits to dealers; P how to drive your own development. P Today, this program has been adapted and is being rolled out in a fully remote format, supplemented by technical training. 141 participants have completed it, with a total of 2,534 hours of training. In South Korea, the aim was to encourage employees to engage in their personal development by offering training courses on a variety of topics ranging from the humanities to economics, provided by external teachers and specialists. Nearly 700 people have been trained within this new digital learning framework. Employees were also encouraged to adopt the principles of the Renault Way and its 11 key competencies through the prescription of e-learning modules offered by the country’s L&D team. A challenge was launched to reward the employee who had completed the most hours of online training each month. Spain prioritized the digitization of training content for blue-collar workers with an online documentary site containing digital books and training content. The questionnaires for the exams were prepared with the Forms app. To facilitate access to these digital training courses, tablets have been purchased and made available to learners. India organized “moments of engagement”, with a series of weekly learning times (one TED Talk and two e-learning modules) on various themes such as working from home, resilience and perseverance, positivity and motivation, mindfulness and focus, adapting to change, courage, well-being and compassion, rolled out during the two months of the first period of lockdown. This initiative aimed to comfort and support employees during the crisis, with short videos and online advice to help them overcome feelings of uncertainty. Turkey chose to set up a digital platform managed by the training institute so that employees can follow webinars and access articles, online training, videos, remote activities for body and mind, and cultural and artistic activities. Colombia decided to take advantage of the period of lockdown to promote the personal development of its employees with the Elige ser tu mejor version program. Launched in June 2020, this skills development path is composed of four e-cards offering several online training initiatives twice a week, and was followed by 70% of the people connected. In France, the pandemic resulted in the postponement of 65% of the training initiatives initially planned and the organization of more than 100 distance training courses to replace some of those sessions, some online inter-company training sessions having entered the framework of the program funded by the FNE. A number of initiatives were taken within this framework: the manufacturing manager training program was adapted to P switch to blended mode incorporating digital training activities, distance coaching and a face-to-face consolidation sequence; language training is provided in fully digital format and has been P accessible to all employees in France since January 2020, for all required levels. Access to this platform has been greatly appreciated by employees, particularly during the period of lockdown from March to July 2020; training of trainers : a complete update of the system was carried P out with a combination of virtual classes, e-learning, remote trinomial work and a day in the classroom devoted to role-playing. 100 trainers have been trained on the new system and 39 internal trainers have obtained national certification; the Inclusive Manager training course was rolled out widely in P 2020 and 2021, following test sessions held at the end of 2019, which were very much appreciated by our managers. In Romania , in addition to the promotion of the digital catalog, strong emphasis has been placed on the development of blended learning through: the organization of internal technical training on Teams (25% of P total training hours, with more than 40,000 hours provided); the development of online training courses given by internal P trainers on cross-disciplinary skills (36 sessions with 447 participants and 1,422 hours provided); online language training; a total of 170 talents and managers P trained in English and French, with 40 hours of training per participant over eight months. Strengthening managerial training and mentoring In Argentina , the construction of a culture of personal development was based for the third consecutive year on development workshops. The activities were designed to help participants identify levers for their personal development by exploring their professional motivation factors and referring to the 70-20-10 model, the PIE model (performance, image, exposure) and work on personal branding. A total of 53 participants received 159 hours of training during these workshops. South Korea has rolled out training on “management essentials” to ensure that middle management grasps success factors (managing change in times of crisis) and the need to integrate and adhere to the “Renaulution” priorities. A total of 233 middle managers participated in this program, with the determination to build a culture of change in a VUCA (volatile, uncertain, complex, ambiguous) environment in seven sessions of seven hours. Romania has continued its business-to-business mentoring program offered to its talents.