Groupe Renault - 2020 Universal Registration Document

210 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 TRAINING ACCESS RATE AND AVERAGE TRAINING HOURS PER EMPLOYEE In 2020, the overall training access rate (excluding AVTOVAZ) was 83% (69.7% including AVTOVAZ). The average training time (excluding AVTOVAZ) was 17.6 hours per employee (17.9 hours including AVTOVAZ). Quarterly monitoring is performed within the major entities of the Group’s 10 major countries representing 91.6% of Groupe Renault’s registered workforce. The training access rate for these 10 major countries (excluding AVTOVAZ) was 83.6% (68.8% including AVTOVAZ): (in %) 780 2,831 8,109 41 9 3,560 1,474 327 29,424 287 114 1,434 3,104 34 , 457 4 , 609 4,104 5,573 14,780 2,554 16,408 11,752 6,780 0 10 20 30 40 50 60 70 80 90 100 Argentina Brazil France India Korea Morocco Romania Russia (excluding VAZ) Russia (including VAZ) Spain Turkey N° of employees not trained N° of employees trained Preparing tomorrow’s leaders C. The Human Resources function regularly adjusts the personal development policies and practices for the Company’s men and women to enable them to adapt to the new challenges faced by Groupe Renault and to support the implementation of Group strategy. More generally, in order to ensure that the process of identifying and developing talent is robust, Renault has rolled out specific, proactive guidelines for each country: spot talent as early as possible, take risks and strengthen P development actions; increase managers’ involvement and empowerment in talent P development; maintain efforts to promote diversity of profiles. P These guidelines, shared across all jobs worldwide, aim to identify three levels of potential pools for filling different levels of positions of responsibility, with the objective of promoting equal opportunities and taking diversity into account to prepare the Group’s future. Groupe Renault is thus committed to widening its cultural diversity. To manage this initiative, the HR function has set itself the objective that 30% of key position holders should be non-French, compared with 26.5% in 2019. This indicator is also monitored in the Diversity & Inclusion scorecard redefined in 2020. In addition, the HR function and management are working together to build a development plan for the potential of these future leaders to ensure their advancement. Renault leadership assessment Leadership Assessment (RLA). This development tool is based on seven leadership criteria in accordance with our standard. Carried out with the assistance of a specialized consulting firm, the results are used to assist the Career Committees responsible for approving decisions regarding Renault's talent by providing objective and fair information to be used in assessing potential candidates. Another tool used to detect talent in addition to the sustainable performance assessments and individual appraisals is the Renault Moreover, these results enable employees' strengths and areas for progress to be identified. The individual results produced from the RLA are shared with the employee in question, and used to draw up an individual development plan, which might consist of several elements, such as: complete training programs like those of Business Schools; P training programs that enhance specific skills, both in terms of P knowledge (finance, international negotiation, etc. ) and in terms of soft skills ( e.g. communication); career assessment; P personal coaching, done externally or internally, to prepare for a P new position critical for Renault or to improve specific points (managerial stature, communication, etc. ); mentoring (learning about other company business activities, P management through innovation, peer relations, etc. ); learning situations, through a change of function or participation P in work groups or cross-functional teams; international assignment. P The RLA tool has been used for more than 2,892 people since its launch in 2012. The RLA can also support the recruitment process for experienced managers as well as collective analyses that allow us to adjust our development axes and tools.