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CSR / Romania May 2011 i D i e r s t é v Women and men Diversity within Renault Group.

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Présentation au sujet: "CSR / Romania May 2011 i D i e r s t é v Women and men Diversity within Renault Group."— Transcription de la présentation:

1 CSR / Romania May 2011 i D i e r s t é v Women and men Diversity within Renault Group

2 CSR / Romania May DIVERSITY DEFINITIONS 02 CONTEXT : DIVERSITY DIAGNOSTIC 03 SOLUTION : FOCUS ON GENDER DIVERSITY 04RESULTS : 05LESSONS LEARNED Agenda

3 CSR / Romania May 2011 DIVERSITY DEFINITIONS 01

4 CSR / Romania May 2011 i D i e r s t é v What are we talking about ?  Discrimination  All unequal and unfavorable treatement, applied to some persons due to their gender, their ethnic origin, their nationality, their family situation, their age, their health, their handicap.  Equal opportunities  Principal driving to actions permitting to restore the chances to unfavoured persons  Diversity  In a company, it is the variety of profiles which contributes to the wealth of the group Equal opportunities Non discrimination Diversity

5 CSR / Romania May 2011 i D i e r s t é v Promoting the diversity  Means  Increase equity, transparency, unity  Decide with more objectiveness  Contribute to a better performance  Regarding  Gender  Health status and handicap  Origins  Age

6 CSR / Romania May 2011 i D i e r s t é v « Social responsibility is a responsiblity of an organisation for the impacts of its decisions and activities on society and the environment through transparent and ethical behaviour that: - contributes to sustainable development, including health and the welfare of society; - takes into account the expectations of stakeholders ; - is in compliance with applicable law and consistent with international norms of behaviour; - is integrated throughout the organization and is practised in its relationships»*. *Source: ISO CSR DEFINITION

7 Vecteurs de progrès pour la société et de performance pour l’entreprise, nous sommes moteurs et garants de l’engagement de Renault pour une mobilité responsable Renault, Responsable Company Renault, Performing Company Renault Foundation 2001 Endowment fund 2010 Institut for sustainable mobility Integration of CSR principles in the company processes CSR Mission PURCHASING (Renault-Nissan CSR guidelines for suppliers) MARKETING Preliminary researches on diversity customers, social business, HUMAN RESOURCES (promote diversity) EducationDiversitySustainable mobilityRoad Safety CSR at RENAULT

8 CSR / Romania May 2011 CONTEXT : DIVERSITY DIAGNOSTIC WHAT IS AT STAKE? 02

9 CSR / Romania May 2011 Some key dates  Internal Diversity Day – May 2008  Brainstorming on the breakthrough ideas (Sales forces, kinder garden, Seniors,…)  Creation of a CFT -- May 2009  Diversity and Performance  Creation of the CSR – May 2009  4 main fields : Education, Road Safety, Mobility and Diversity  HR Commitee and CSR Steering Committee validate a diagnostic (VIGEO)– July 2009

10 Diagnostic Diversity Photography of the diversity in the Renault group Gender Origins cultural/nationalityHandicap Aged people Action plansSeptembre 2010 Novembre 2009  60 % manpower  18 sites  17 countries

11 11. Panorama of conducted diagnostics South Korea Germany France U.K. Brazil Spain Italy Romania Turkey Morocco 17 diagnostics Manufacturing Flins Cléon Sandouville Douai Palencia Somaca Oyak Dacia Curitiba RSM Engineering EIF RTR Commerce DCF Recsa Renault UK Renault Deutschland Renault Italia Services headoffice 1005 people were met in the various entities Management Employees representatives HR & H&S Line management Employees

12 CSR / Romania May 2011 GROUP EVALUATION CATEGORIES GENDER HEALTH & DISABILITY GLOBAL EVALUATION ORIGIN AGE 2+  3  2  2  Trend  Positive  Stable  Negative Rating scale 4 Advanced 3 Tangible 2 Initiated 1 No commitment

13 RH/RSE Sep 17, 2010 CONFIDENTIEL PROPRIÉTÉ RENAULT DIVERSITY RENAULT 2013 OBJECTIVES CATÉGORIES GENDER LIMITED PHYSICAL ABILITY VIGEO ORIGINS AGE 2+  3+  3-  2+ 3  2013 OEKOM VIGEO OEKOM  3  2  2  A- IRPIRP

14 14. Summary and levers for action (1/2) Renault encourages and implements tangible actions in favour of equal opportunities on certain themes Renault, a social employer Historical commitment of the Group, « Renault, a social employer » More recent commitments, where diversity equals performance Implemented on the basis of structured Corporate processes bettershared with the Regions and Countries where the Group is presentmanagement were more involved These approaches could become more efficient if better shared with the Regions and Countries where the Group is present, and if management were more involved and given a sense of responsibility The Group policies do not cover all challenges linked to equal opportunities and risks of discrimination Some Group rules and local practices are sources of direct and indirect discrimination Group policies do not cover all professional categories

15 15. Summary and levers for action (2/2) Renault would gain by formalising a Diversity and Equal opportunity Policy Owned at the highest level of the company Integrated in the Group strategy Integrated in the Group strategy: diversity and performance should not be contradictory concepts Visible for all employees Visible externally Efficiency of its implementation goes through: Involvement of local decision makers (regions and countries) in the definition of objectives Awareness raising and accountability of management on the risks of discrimination A reporting system which reports on commitments both internally and externally

16 CSR / Romania May 2011 SOLUTION : FOCUS ON GENDER DIVERSITY PLAN 03

17 CSR / Romania May 2011 “Automobile manufacturers that want to survive in the 21st century will have to include diversity in the way they work and set a clear objective of hiring more women.” CARLOS GHOSN

18 CSR / Romania May 2011 The goals of the network : 1.Fully benefit from women talent pool and prevent talent wasting 2.Access new dimensions of business with different connections to the market and the customer 3.Gain a more comprehensive vision of the world with a different men / women balance 4.Attract and retain women in Renault / Automotive industry 5.Improve our social rating rankings and Group image Changes in HR processes: are equal pay for men and womenobjective of hiring 30% women for technical positions and 50% for commercial positions Two high-priority issues are equal pay for men and women and the objective of hiring 30% women for technical positions and 50% for commercial positions

19 CSR / Romania May 2011 : RENAULT 1st SOCIAL NETWORK 1450 = Colombia Argentina MoroccoRussiaTurkey Spain June 24Sept 23Oct 7 April 1 April 13May, 9May Q % 19% Empl 80% Regions 20% Korea Feb,1 DCF France Romania Brazil Manager Corporate

20 DRSE DIVERSITE CONFIDENTIEL PROPRIÉTÉ RENAULT 20 MAJ MARS MODIFICATIONS DE LA STRUCTURE DE GOUVERNANCE DESFORGES Odile Leader Directeur Général Adjoint- Ingénieries et Qualité MACQUET Sophie SAM RNPO ABONNENC Catherine Directeur des Relations Publiques DUMEZ Florence DDCC DRHG MARTIN Claire Directeur RSE et Fondation Renault BONASSIE Dorothée Conseiller Opérations Réseaux De BRAUER Alice Directeur Plan Environnement CONTE Karine DRH le Mans DAMESIN Marie- Françoise Directeur Ressources Humaines DRHG FOUCHER Béatrice Directeur du Produit Le GREVES Frédérique Directeur Adjoint DMCM GUIOT Sophie Directeur Communication Interne KIRCHNER Odile Directeur du Programme Nouvelles Mobilités LECLAIR Nadine Directeur de L’ingéniérie Véhicule MULLER Patricia Directeur Chargé de Mission SEPEHRI Mouna Directeur Délégué à la Présidence TRAN Anne Directeur des Equipes Transverses W5W20 CASTANHO Maristela Networks Pilots BAHEU Aicha DCF TEUBERT Ursula DIM BOCSARU Diana ALPAY Nihan MOON-PLACE Heejung TORRES Elvira IHBAN Nada

21 CSR / Romania May 2011 : NETWORK ACTIVITIES WORLDWIDE 2 Conferences 25 Networking events Web 2.0 : 40 news Rally of Gazelles : 2 teams Elles Bougent Mentorship Dubai Women’s College Conference 2 Think tanks 260 ideas posted Top Women Recruitment’s Forum Nursery Facility

22 CSR / Romania May 2011 Objectives1.Renault supports 2 teams (46 candidatures  24 pre-selected  4 Gazelles) 2.The reasons of this engagement : - Promote the image of Dacia, highlighting the sturdiness of Duster - Encourage solidarity, enthousiasm and capacity of involvment 3.Consistency with the goals of - Promote the image of Renault. - Promote Diversity, one of the 4 major axis of CSR, and encourage the women workers to get more involved The Gazelles Rallye : drive among the dunes of the south of Morocco Minimizing the mileage while checking in at 6 different milestones

23 CSR / Romania May 2011 PLAN WHAT BUSINESS CASE?

24 CSR / Romania May 2011  37% of new cars buyers are women (67% on small cars)  58% of women consider a car showroom as an hostile and insecure environment  ONE GOAL : BUSINESS and PERFORMANCE – DCF PLAN “HE OR SHE SELLS A RENAULT CAR”

25 CSR / Romania May 2011  Key action step 2 : CREATIVE BRIEF FOR RECRUITMENT CAMPAIGN - DCF PLAN “HE OR SHE SELLS A RENAULT CAR”

26 CSR / Romania May 2011  IN A NUTSHELL - DCF’S COMMITMENT = GENDER BALANCE CHARTER - DCF “HE OR SHE SELLS A RENAULT CAR”

27 CSR / Romania May Some lessons : FOCUS on Romania

28 EMETTEURDATE 28 ACTIONS IN ROMANIA Company visits organized for network members: Company visits organized for network members: -Technical Center TITU on Feb 16thTechnical Center TITU on Feb 16th -Dacia technical Platform on march 23rdDacia technical Platform on march 23rd Networking lunches/dinners for new members joining the network - One meeting for 10 new members starting in April Active Blog: several posts a month Mentoring actions for NGOs: 5 volunteers Mentoring actions for NGOs: 5 volunteers Individual and Professional Development by Qipa: Discover Yourself® : 4 lectures in 2011 Individual and Professional Development by Qipa: Discover Yourself® : 4 lectures in 2011 Lectures in Universities Students are invited to lectures on Renault Group role models April 20th and May 25th Lesson 1 : internationalization

29 CSR / Romania May 2011 It is too early to draw some conclusions 4 main lessons : 1.Now everybody understands the relevance of the gender diversity 2.The Company understands more and more the potential of growth to be found in this policy 3.The motivation of women managers is increased 4.Nobody would go backward

30 … Diversity, A long way to go

31 think tanks (contributions et recommendations) Parrain é s par les membres du Groupe W16 Group - 2 th è mes principaux en autres  Nouveaux services de mobilit é (B. Foucher - O. Kirchner – C. Martin)  Le Losange, un lieu de travail agr é able (P. Muller) d é jeuners Organis é s par le Groupe W d é jeuners dans le monde entier  Permettre les é changes et des retours sur le Plan d ’ Action  Conna î tre les m é tiers / fonctions et b é n é ficier du r é seau Conf é rences 2 conf é rences par an : Juin – Oct Faire é cho aux sujets du Women ’ s Forum – (V. Morali, Avivah Wittenberg, Irina Bokova … ) Employeur pr é f é r é des femmes Partenariat avec ELLES BOUGENT – 1 er avril – Mentoring des é tudiants Participation de chaque membre de l ’é quipe de Gouvernance aux forums é tudiants (Q4) Mentoring Formation de l ’é quipe de gouvernance au mentoring Réseau social 1N/1C 16 mars RESEAU SOCIAL

32 1/ Fixer un objectif de recrutement de femmes  30% d ’ ing é nieurs et de profils techniques - 50% des profils commerciaux  Communication sur le site de Recrutement de Renault : fin mars 2/ Faire conna î tre la politique d ’é galit é salariale hommes / femmes chez Renault et garantir son application  Informer sur le niveau de r é mun é ration des femmes dans une Lettre de Transparence  Informer sur les avantages propos é s par Renault dans le cadre de sa politique d ’ accompagnement de la parentalit é 3/ Agir plus amplement en faveur de l ’é quilibre entre vie professionnelle et personnelle  Fin 2010: Offrir une plus grande flexibilit é en t é l é travail et des services de garde d ’ enfants sur les sites principaux du Groupe  Mesures renforc é es dans le futur à partir des r é sultats du diagnostic Vigeo 4/ Am é liorer l ’ identification des cas de discrimination  Mettre en place un processus d ’ alerte discrimination (compliance committee)  Suivre les r é sultats de ce process apr è s sa mise en œ uvre vers fin Plan d’Action : PROCESSUS RH 16 mars 2010

33 6. Plan d’Action : IMPULSER UNE EVOLUTION DES MENTALITES ET MOBILISER LES TALENTS 1/Rendre syst é matiques les entretiens de sensibilisation à la diversit é men é s par le Management En 2010, cette politique mettra, lors d ’ une premi è re é tape, l ’ accent sur les femmes : Environ 100 managers m è neront ces 200 entretiens: Membres CEG et du CDR + managers EVP-1 2/ Optimiser la gestion des carri è res  Identifier les candidates femmes dans tous les plans de successions des postes A et B pr é sent é s durant les Comit é s de carri è res en 2010  Deuxi è me é tape: d é velopper les comp é tences sp é cifiques et pistes de carri è res correspondantes 3/ Accompagner la diversit é avec des formations sp é cifiques  S é minaire pilote sur le management de la diversit é pour H/F  E-learning sur la diversit é prêt en juin 2010 pour tous les managers  Formation sur le leadership f é minin pour les managers nomm é es r é cemment à des postes A & B 16 mars 2010

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