Académique Documents
Professionnel Documents
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ON
TRAINING & DEVELOPMENT
WITH REFERENCE TO
VISWAROOPA AGENCY (RENAULT PVT LTD), RAJAHMUNDRY.
I feel it my duty and honour to acknowledge all those who have extended their guidance in
completing my project work.
Firstly, it is my privilege to thank Sri. Jakkampudi Raja Indhra Vandith, the chairman of
Samhitha degree college, Rajahmundry for his support and encouragement in my project work.
I thank, M/S T.Rama Krishna, principal of Samhitha degree college, Rajahmundry for her
continuous support and encouragement in my project work.
I also thank M.Surya Narayana, Head of Department for his continuous support and
encouragement in my project work
I also thank M/ST. Venkat , by whose guidance I could make my project work complete.
I also thank Mr. M.Rama krishna, H.R Manager of VISWAROOPA AGENCY [RENAULT
COMPANY] to permit me to do project work and provide with the necessary information on
VISWAROOPA AGENCY [RENAULT COMPANY].
Finally, I thank all my teaching and non-teaching staff members who extended their helping
hand in completion of my project.
Chapter I
Introduction
Chapter II
Industry profile
Chapter III
Company profile
Chapter IV
Chapter V
Chapter VI
Bibliography
INTRODUCTION
HUMAN RESOURCES
Human Resources is an evolving and dynamic field that challenges the ability of even the
most professional to keep abreast of policies, procedures, compliance requirements, and best
practices. Human resource management has become the central concern of any organization
either in public, private or cooperative sector. Human resources play a vital role in the
development of modern economics. In the changing economic environment, HRM is assuming
much greater importance than ever before. It is conceived to be different from the traditional and
conventional nation of personnel management. A nation with an abundance of physical
resources will not benefit itself unless human resources make use of them. In fact, human
resources is solely responsible for effective use of physical and natural resource and for the
transformation of traditional economic into modern and industrial economics.
Meaning
Definition
Michael J. Jucius defined personnel management as the field of management which has to
do with planning, organization, direction and controlling the functions of procuring, maintaining
and utilizing a labour force, such that the:
Objective for which the company is established are attained economically and
effectively.
Objectives of all levels of personnel are served to the highest possible degree, and
Objective of society are duly considered and served.
Human Resource Management is an active factor of production; all other factors are capital,
material, building, plants, machinery etc., all these factors are meaningless if capable persons
are not available to work upon these factors to production. Human brain has unlimited energy to
think and act. The high efficiency food quality of work depends upon capability of employees.
The development of human resources refers to the upgrading of their skills organizational
development and prosperity. The present day business complex environment is associated to
mature and judicious man power supply and enhancing their abilities for the benefits of the
organization.
The HRD concept is new and is used in two terms. Macro, which refers to the improvement in
qualities and productivity of employees, and Micro level, refers to the quality of managers and
employees so as to get higher level of productivity and improvement isthe quality of work.
The HRD is a continuous process which refers to develop effectiveness in a scientific way. This
is a program which is referred to accept all new changes without disturbance to production. The
HRD is related to all-round development of the employees working is an organization.
Though the importance of labour officers was recognized as early as 1929, the appointment of
welfare officer to solve labour and welfare problems gained momentum only required the
appointment of welfare officer was concerned only after the enhancement of the factories Act of
1948.Section 49 of the Act required the appointment of welfare officer in companies employing
more than 500 workers. At the beginning, government was concerned only with limited aspect of
Indian labourers (regulation of recruitment, forwarding and employment) sent to various British
colonies in 1830.
The term human resources can also be explained in the sense that it is resource like any natural
resource. It does mean that the management can get and use the skill, knowledge, ability, etc.
Human resources are also regarded as, human asset, human capital and the like. The terms labour
and manpower had been used widely, denoting mostly the physical abilities and capacities of
employees. The term personnel had been used widely in the recent past to denote persons
employed in any services. Thus, this term denotes the employees as a whole but it does not
clearly denote various components of human resource like skill, knowledge, value etc. People in
any organization manifest themselves, not only through individual come to work place; they
come with not only technical skills, knowledge etc. But also with their personal feeling,
perception, desires, motives, attitude, values etc. Therefore, employee management in an
organization does mean management of not only technical skills but also other factors of the
human resources.
Training and development is an attempt to improve current and future performance by increasing
an employees ability to perform through learning, usually by changing the employees attitude
or increasing his/her skills and knowledge.
1. The quality and variety of the training provided is the key for motivation.
3. It is very important to change negative attitude with respect to job satisfaction, resistance to
change and job commitment.
OBJECTIVES OF THE STUDY
2. To know the barriers of training programs in the RENAULT... And organization steps to
remove barriers.
5. To know whether the employees and the advisors are satisfied or not amongst the training
and development program.
Limitations:
1) Time constraint in meeting the respondents of the research. For collecting the data of the
research the day allotted for the researcher is Saturday only.
2) The information of the employees may be biased.
SCOPE OF THE STUDY:-
Different head of departments have given their points on this problem. The study will help in
reducing the turnover of employees in the organization.
With the help of this study it will become easier to know the perception of employees regarding
satisfaction by the organizations system.
After going through the results, the study will help to look after the overall development of the
organization.
The study would also be helpful to the organization as well as for the betterment of the
employees in the organization
Literature review:
According to G R Terry
According to the recent review by Harvard Business Review, there is a direct link between
training investment of the companies and the market capitalization. Those companies with higher
training investment had higher market capitalization. It clearly indicates that the companies
which have successfully implemented training programs have been able to deliver customer
goals with effective results.
According to Russell Lou, Training & Development, Jul 2009
Middle managers are important to their organizations' success, but times are changing, and the
core competencies required to be successful as a manager in the manic middle now include
training, leadership, and project management. You need to develop your skills before you can
help others grow. As Robert Greenleaf wrote in his book The Servant Leader, "...continue to
strengthen the hands of the strong."
Donald Kirkpatrick has developed a very popular evaluation model that has been used since the
late 1950s by the training community.
Level 1 EvaluationReaction
Level 2 EvaluationLearning
Level 3 EvaluationBehavior
Level 4 EvaluationResults
A process of updating the knowledge, developing skills, bringing about attitudinal and behavior
changes and improving the ability of the trainee to perform his/her task efficiently and
effectively.
A programmed of training becomes essential for the purpose of meeting the specific
problem of a particular organization arising out of introduction of new lines of production,
changes in design, the demands of competition etc. The major benefits of training to an
organization are;
Higher Productivity
Better Organizational Climate
Less Supervision.
Prevents Manpower Obsolescence
Economical Operations
Prevents Industrial Accidents
Improves Quality.
Greater Loyalty
To fulfill Organizations future Personnel Needs
Standardization of Procedures
Benefits to employees:
Personal Growth.
Development of new skills
Higher Earning Capacity
Helps adjust with changing Technology
Increased Safety
Confidence
Training will help managers and supervisors create a system of performance management
based on clear objectives, focused on employee development, ad which involves the employee
in process.
Training will explore the process of maximizing team or work group effectiveness.
Participants will examine the process of team learning and how it can be used to improve team
decision making and problem solving activities.
Nature of the Research:
The purpose of this study is to provide a better understanding of the adoption of technology-
based services, and to model employees behavior in the ndustry. On the basis of a review of the
literature sampling developed from the theory as well as the various general objectives regarded
as pertinent to this research, the research questions listed below were formulated.
- What are the drivers that makes the employees towards the training?
Research Design/Methodology:
a) Literature/Internet survey
b) Design of Questionnaire
c) Sample Selection and Size
d) Sampling Procedure
e) Data Collection and
f) Analytical Tools
Literature/Internet survey:
The study started with the literature survey of journals and magazines that helped to comprehend
the various facets of the automobile industry. These sources provided the basic knowledge about
the industry, key players, their performance, key communication mediums, product features, etc
which facilitated the designing of questionnaire and hence analysis.
Design of Questionnaire:
The questionnaire was designed based upon the objectives of the study. The questionnaire
consisted of open ended and closed questions. The questionnaire is prepared on the basis of
following 1) Factors effecting training and development. 2) Identifying the training needs in
APPM Rajahmundry.3) To analyze the effect of training on the performance levels of the
employees.
The first step of research is sample selection, for which the respondents were
employees. The total employees that are been taken for sample are 360.
Sampling Procedure:
Data Collection:
For the present study, the survey method was used for collecting primary data. A
structured questionnaire was used for the purpose. The questionnaire included multiple choice
questions. The main source of secondary data has been books, internet, and articles.
.
The collection of data is a tedious task. For conducting any sort of research. Data was needed.
So for my research, there was plenty of primary data. I have collected the information from the
respondents with the help of questionnaire.
A) COLLECTION OF PRIMARY DATA: Primary Data is the data collected from the
original source Questionnaire and personal interviews were the main instruments, which
were used for collecting primary data.
Research Design in This Case:- Interview and interaction with the officers and officials of the
corporation has been conducted in order to find out the existing system of training and
development and to suggest feasible improvements in the system of JCBL. Discussions with the
officials of the company have provided detail insight into these discussions.
The corporate office of RENAULT Ltd is situated at Secunderabad and the registered office at
Rajahmundry.
The Human Resources Development Department here in plays a very vital role with regard to
training and development. Various training programmes are taken up for upgrading the skills of
the employees of the organization.
Every year annual training calendar is prepared by the Human resources development
department on the basis of consolidation of the identified training needs.
Initiating the identification and consolidation of the identified training needs for all
levels employees.
Preparing the annual training calendar on the basis of consolidation of the identified
training needs
Identification of suitable in-house (or) external faculty of conducting the training
programme either in house (or) externally by nominating employees to programmes
conducted by professional training (or) academic institutions.
Providing induction programmes for new recruits and trainees.
Evaluating the effectiveness of training programme through end of session feed back
and year end assessment by the concerned department heads.
Assisting the functional and executive authorities in designing and developing
instruments for assessment of competencies and skills of employees at the levels
envisaged.
TRAINING AND DEVELOPMENT:
Responsibilities
Training and development- in-charge is responsible for
Preparing the training schedules and modules under the guidance of Human resources
development department head.
Organizing training programmes as per annual training calendar and requests in
accordance with the procedure.
Initiating evaluation of training programmes conducted for their effectiveness as per
procedures.
Maintaining the records relevant to the quality system procedural requirements.
Assisting Human resources development department head in all human resources
development activities.
Assisting the human resources development department head in furnishing relevant data
and information pertaining to questionnaires and entry forms received from external
agencies (or) institutions and organizing bench marking activities / competitions / data
collection exercises.
Day to day administration of the department.
Even during the initial stages of the commencement of the training activities, workers
showed immense interest in training. The reason behind this is that this industry is
process industry and in process industry workers can enhance their skills and increase
their efficiency if they properly follow the training provided to them.
The company is having is own training cell with the help of which the workers are provided
necessary training to carry on their work in the most efficient manner
As a result of the training, the employees were motivated and this resulted in a higher level of
morale and increase in the efficiency of the employees.
The maximum out come of training was seen in the employees who were skilled. Their skills
were satisfactorily upgraded. The training results were also excellent in case of the employees.
The organization takes up the training programmes keeping in organization employs both on_
the_ job and off_ the_ job methods for the training of the employees. view, the time period as
well as the needs of the organization and employees.
The Under on_ the_ job methods the method employed is apprenticeship and in case of
off_ the_ job methods the methods employed are seminars, lectures and workshops.
TYPE OF WORKERS EMPLOYED
The organization employs highly skilled, semiskilled, and unskilled workers and training
activities are taken up accordingly.
NEEDS:
During the conducting of the training and development activities the main stress is to
fulfill the needs of the organization as well as that of the employees.
APPRAISAL:
To assess the effectiveness of the training imparted the trainees fill in the training
programme feedback form before the conclusion of each training programme. All the feedback
forms are consolidated by the in-charge of the training and development.
Human Resource Development Department head revives the consolidated feedback information
to assess the effectiveness of the concerned faculty, coverage of the course content, effectiveness
of presentation, during of the programme for improvement steps in the future training
programmes. Head of the department review the effectiveness of the training by interacting with
the concerned employees who have undergone training programmes and assess the impact of the
training on their attitudes, skills, awareness, and competencies.
Head of the department forward the training effectiveness feedback form to the HRD department
with their review comments.
Departmental heads will identify the required training needs viz., soft skills and / or any
new technological / functional, including management systems implementation skills of
the departmental personnel under their control as per the role / job requirement annually;
however, if warranted, as and when any new task or assignment is to be carried out
by the employee.
Departmental heads will provide the necessary on the job training to the employees
under their control in the department.
HODs will identify and send Workmen and Jr.Staff cadre training requirements through
Training Needs Identification Format to HRD Department.
Sr. Staff training needs will be captured from PMS Appraisal reports.
Head (HRD) will draw up the annual training calendar, based on the departmental
requirements and/or organisational requirements, inconsultation with Head (HR), for the
year ( June-May )and circulates the same to all departments for their ready reference by
30th May every year.
While preparing the training calendar, the training needs are broadly categorised as
safety oriented, behavioral/managerial (soft skills) and technical / functional
requirements.
As per annual training calendar, training programmes will be arranged and intimations
will be sent to the concerned departments fordeputing the nominees for the training
programme as per schedule. However, in case of exigency and / or in unavoidable
circumstances, there will be slippage in the schedule and attempt will be made to cover
thesame in the subsequent months/ year.
For such programmes, where nominations are to be get from different departments,
intimation will be sent to the departments for getting suitable nominations from different
departments.
For conducting the required training programmes, the services of employees as internal
learning facilitators( faculty) are utilised to the possible extent and wherever
necessitated, external faculties are engaged based on their expertise, reputation and
relevance to organisational requirement etc.
On completion of a training programme ( of duration 1 day or more), feedback is
obtained from the participants to assess the effectiveness of the faculty and adequacy of
the training module besides participantsaction plan for utilisation and / or
implementation of key learning point (s).
The feedback from the participants will be considered, where deemed found necessary
and warranted, to introduce changes in the modules or faculty for subsequent
programmes.
Feed back on the effectiveness of the training imparted to employee (of duration 1 day or
more) is obtained from the concerned head of the department (HOD) with in a quarter
after completion of the training programme.
Such feedback is used in designing subsequent training calendars in order to bring
improvements in the quality of training imparted and also for identification of
required training needs of employees.
Feedback from the participants regarding faculty effectiveness will be shared with
faculty.
To enhance the effectiveness of learning process, feedback will be obtained from
learning facilitators (Faculty) regarding active participation of participants. The
identified participants will be communicated regarding their contribution to learning
process through the concerned HODs. A copy of the same will be sent to P& A
Department for keeping in personal files of the participants.
In addition to in-house training programmes, as per the recommendation of departmental
heads and / or functional heads, employees will be sent for external training programmes,
conferences, seminars, study tours and workshops to hone up their skills and improve the
competency levels
Feed back is obtained from the participants as well as HODs on the effectiveness of
external programmes attended by the employees.
Head (HRD) will review the training calendar at the end of the calendar period and
intermittently, if necessary, and act upon as deemed fit to meet the organisational
requirements.
As and when new experienced employees join the company, they will be given necessary
induction training by the respective departmental heads or directed to the HRD
department for an induction training over a period of one week to two weeks depending
upon the new employees professional experience and job profile requirements.
Head (HRD), in consultation with concerned HOD/ Chief of Operations will structure
the induction training schedule for new employees as per the job profile requirement.
Training schedule for in-plant trainees and GETs will be prepared covering introduction
about the organisation; briefing on applicable service rules; all operations and sections of
plant; safety aspects including response in case of emergency; awareness on
management policies on quality, environmental and safety management systems and
system implementation requirements etc. as per level of input requirement.
The duration of the class room training and plant visits will be normally 4-6 weeks for
in-plant trainees and12 weeks for GETs.
All in-plant trainees and GETs will under go on the job training in allocated
sections/departments during their training period as per the terms and conditions of their
appointment.
For Management Trainees the duration of Induction training will be decided in
consultation with concerned HOD.
After completion of the induction training period, feed back will be obtained from the
trainees to review the induction training methodology and take necessary measures for
improvement, if any, warranted.
In 1903 Renault began to manufacture its own engines; until then it had purchased them from De
Dion-Bouton. The first major volume sale came in 1905 when Society des Automobiles de place
bought Renault AG1 cars to establish a fleet of taxis. These vehicles were later used by the
French military to transport troos during World War 1 which earned them the nickname Taxi de
la Marne. By 1907 a significant percentage London and Paris taxis had been built by Renault.
Renault was also the best selling foreign brand in New York in 1907 and 1908. In 1908 the
company produced 3,575 units becoming the countrys largest car manufacturer. The brothers
recognised the value of that participation in motor racing could generate for their vehicles.
Renault made itself known through succeeding in the first city-to- city races held in Switzerland,
producing rapid sales growth. Both Louis and Marcel raced company vehicles.
Renaults flagship showroom, LAtelier Renault is located on the Champs-Elysees in Paris, with
other manufacturers such as Peugeot, Citroen and Toyota. It opened in November 2000, located
on the site of Pub Renault, which operated from 1963 to 1999. The first Renault venue at the
location was the Magasin Renault in 1910, a pioneering car showroom. LAtelier features a
Renault Boutiqures well as regular exhibitions featuring Renault and Dacia cars. An upmarket
restaurant is located on the second floor, looking out onto the Champs-Elysees.The ground floor
can hold up to five exhibitions at any one time. As of March 2009, 20 million visitors had visited
LAtelier Renault.
Renault Classic
Main article: Renault Classic Renault classic is a department within Renault that seeks to
collect, preserve and exhibit notable vehicles from the companys history. Originally named
Histoire & Collection, the collection was assembled in 2002 and its workshops formally
opened on 24 April 2003. Music Through out the 1980s and 1990s. Renault European
advertising made extensive use of Robert Palmers song Johnny and Mary. Television
advertisements initially used Palmers original version, while a range of special recordings in
different styles were produced during the 1990s, most famously the acoustic interpretation by
Martin Taylor that he released on his album Spirit of Django. Sponsorship Renault is a sponsor
of the Port Adelaide Football Club in the Australian Football League, signing a three-year deal in
2013. Renault has sponsored films as an advertising technique since 1899. A Renault Voiturette
Type A, driven by Louis Renault appeared in one of the Lumieres early films. Between 1914
and 1940, the company commissioned a series of documentary films to promote its industrial
activities. Renault also backe d some films set in Africa during the 1920s to promote the
reliability of its products on tough conditions. Since 1983, the company sponsors the Cannes
Film Festival and it has also sponsored other festivals as the Venice Film Festival, Marrakech
Film Festival and the BFI London Film Festival. Through its foundations and institutes, Renault
funds projects around the world that focus on education through scholarships, road safety and
diversity. But Marcel was killed in an accident during the 1903 Paris-Madrid race. Although
Louis never raced again, his company remained very involved, including Ferenc Szisz winning
the first Grand Prix motor racing event in a Renault AK 90CV in 1906. Louis took full control of
the company as the only remaining brother in 1906 when Fernand retired for health reasons.
Fernand died in 1909 and Louis became the sole owner, renaming the company Societe des
Automobiles Renault (Renault Automobile Company).
Renault fostered its reputation for innovation from very early on at the time, cars were luxury
items. The price of the small Renaults at the time were 3000 francs, an amount equal to ten years
pay for the average worker. In 1905 the company introduced mass-production techniques and
Taylorism in 1913. Renault manufactured buses and commercial cargo vehicles in the pre-war
years. The first real commercial truck from the company was introduced in 1906. During World
War 1, it branched out into ammunition, military aircraft engines (the first Rolls-Royce aircraft
engines were Renault V8 units) and vehicles such as the revolutionary Renault FT tank. The
companys military designs were so successful that Louis was awarded the Legion of Honour for
his companys contributions. The company exported engines to American auto manufacturers for
use in such automobiles as the GJG, which used a Renault 26 hp or 40 hp four-cylinder engine.
Renault Celtaquatre, 1935 Louis Renault enlarged Renaults scope after 1918, producing
agricultural and industrial machinery. The war led to many new products. The first Renault
tractor, the Type GP was produced between 1919 and 1930. It was based on the FT tank. Renault
struggled to complete with the increasingly popular small, affordable peoples cars, while
problem with the stock market and the workforce slowed the companys growth. Renault also
had to find a way to distribute its vehicles more efficiently. In 1920, Louis signed one of its first
distribution contracts with Gustave Gueudet, an entrepreneur from northern France. The pre-First
World War cars had a distinctive front shaped caused by positioning the radiator behind the
engine to give a so called coalscuttle bonnet. This continued through the 1920s. Only in 1930
did all models place the radiator at the front. The bonnet badge changed from circular to the
familiar and continuing diamond shape in 1925. Renault introduced new models at the Paris
Motor Show that was held in September or October of the year. This led to confusion about
model years. For example a 1927 model was mostly produced in 1928. Renault cars ranged
from small to very large. For example, in 1928, when Renault produced 45,809 cars, its seven
models started with a 6cv a 10cv, the Monasix, 15cv, the Vivasix, the 18/22cv and the 40cv.
Renault offered eight body styles. The larger chassis were available to coach builders. The
smaller were the most popular while the least produced was the 18/24cv. The most expensive
body style in each range was the closed car. Roadsters and tourers (torpedoes) were the cheapest.
The London operation was important to Renault in 1928. The UK market was quite large and
colonial modified vehicles were dispatched from there to North America. Lifted suspensions,
enhanced cooling and special bodies were common on vehicles sold abroad. Exports to the US
by 1928 had declined to near zero from their high point prior to WWI. A NM 40cv Tourer had a
US list price of over$4,600 about the same as a Cadillac V-12. Closed 7-seat limousines started
at $6,000 which was more expensive than a Cadillac V-16. Cars were conservatively engineered
and built. The Vivasix model PG1, was sold as the exective sports model beginning in 1927.
Lighter weight factory steel bodies powered by a3180 cc six-cylinder motor provided a formula
that lasted until the Second World War. The de Grand Luxe Renaults those with a wheelbase
over 12- foot (3.7 m) , were produced in small numbers in two major types six and eight
cylinder. The 1927 six cylinder Grand Renault models NM,PI and PZ introduced the new three
spring rear suspension that considerably aided stability that was needed since some vehicles
surpassed 90 mph (140 km/h).
The 8-cylinder Reinastella was introduced in 1929 and expanded to a range culminating in the
1939 Suprastella. Coach builders included Kellner, Labourdette, J. Rothschild et Fils and Renault
bodies. Closed car Renault bodies were often trimmed with interior woodwork by Rothschild.
Renault Viva Grand Sport and Helene Boucher. During the 1930s Renault settled several speed
world records with Caudron planes thanks to its six-cylinders engines and aerodynamic designs.
In 1928 Renault an upgraded specification to its Stella line. The Vivastellas and Grand
Renaults had upgraded interior fittings and a small star fitted above the front hood logo. This
proved to be a winning differentiator and in the 1930s all cars changed to the Stella suffix from
the previous two alpha character model identifiers. The Grand Renaults were built using a
considerable amount of aluminium. Engines, brakes, transmissions, floors and running boards
and all external body panels were aluminium. Of the few that were built, many went to scrap to
aid the war effort. In 1931, Renault introduced diesel engines for its commercial vehicles.
Renault was one of the few French vehicle manufactures that pursued the production of aircraft
engines after World War 1. In the late 1920s it attempted to produce a high-power military
engine to compete with the American Pratt & Whitney units, which proved unsuccessful,
although its civil engines achieved better results. In 1930s the company took over the aircraft
manufacturer Caudron, focusing its production in small aeroplanes, acquired a stake in Air
France and partnered to establish the airmail company Air-Bleu. Renault continued developing
tanks as part of Frances rearming effort including the D1 and the FTs replacement the R 35.
During the late 1920s and early 1930s, Renault was surpassed by Citroen as the largest car
manufacturer in France. Citroen models at the time were more innovative and popular than
Renaults. However by mid 1930s the French manufacturers were hit by the Great Depression.
Renault could initially offset losses through its tractor, railroad and weaponry businesses while
Citroen filed for bankruptcy and was later acquired by Michelin. Renault became again the
largest car manufacturer a position it would keep until the 1980s. Renault was finally affected by
the economic crisis in 1936. The company sold Caudron and spun off its foundry and aircraft
engine divisions into related but autonomous operations keeping its core automotive business.
Between 1936 and 1938 a series of labour disputes, strikes and worker unrest spread throughout
the French automobile industry. The disputes were eventually quashed by Renault in a
particularly intransigent way and over 2,000 people lost their jobs.
largest number aimed at a single target during the war. 460 tons of bombs were dropped on
the plant and the surrounding area, causing extensive damage along with heavy civilian
casualties. Renault resolved to rebuild the factory as quickly as possible, but bombardments
continued a year later on 4 April this time delivered by the Americans and on 3 and 15
September 1943.
A few weeks after the Liberation of Paris at the start of September 1944 the factory gates at
poisoned by plotting and political conspiracy. In 1936 the billancourt factory had been the
scene of violent political and industrial unrest that had surfaced under Leon Blums Popular
Front Government. The political jostling and violence that followed liberation ostensibly
reflected the rivalries between capitalist collaboration and communist resistance, many of
Postwar European politics had quickly become polarised between communists and anti
communists and in France De Gaulle was keen to resist Communist Party attempts to
monopolise the political dividends available to resistance heroes politically Billancourt was a
engineering and top level management was appointed provisional administrator of the firm
Meanwhile the provisional government accused Louis Renault of collaborating with the
Germans. In the frenzied atmosphere of those early post liberation days with many wild
accusations. Renault was advised by his lawyers to present himself to a judge. He appeared
before Judge Marcel Martin, on 22 September 1944 and was arrested on 23September
1944, as were several other French auto industry leaders. Renaults harsh handling of the
1936-1938 strikes had left him without political allies and no one came to his aid. He was
from Louis Renault. On 16 January 1945it was formally nationalised as Regie Nationale des
Usines Renault. Renaults were the only factories permanently expropriated by the French
government. In subsequent years, the Renault family tried to have the nationalisation
rescinded by French courts and receive compensation. In 1945 and again in 1961 the courts
resurgence and labour unrest, that was ultimately to continue into the 1980s.
In secrecy during the war, Louis Renault had developed the rear engine 4CV which was
subsequently launched under Lefacheuxin 1946. Renault debuted its flagship model, the
largely conventional 2-litre 4-cylinder Renault Fregate (1951-1960), shortly thereafter. The
4CV proved a capable rival for cars such as the Morris Minor and Volkswagen Bettle its sales
After the success of the 4CV, Lefacheux continued to defy the postwar French Ministry of
Industrial Production, which had wanted to convert Renault solely to truck manufacture, by
directing the development of its successor. He oversaw the prototyping of the Dauphine
(until his death) enlisting the help of artist Paule Marrot in pioneering the companys textile
The Dauphine sold well as the company expanded production and sales further abroad
including Africa and North America. The Dauphine sold well initially in the US although it
subsequently became outdated against increased competition including from the countrys
nascent domestic compacts such as the Chevrolet Convair. Renault also sold the Renault
Caravelle roadster, which was called the Floride outside North America.
During the 1950s Renault absorbed small French heavy vehicles manufacturers (Somua and
Latil) and in 1955 merged them with its own truck and bus division to form the Societe
Renault then launched two successful cars the Renault 4 (1961-1992), a practical competitor
for the likes of the Citroen 2CV, and Renault 8. The larger rear engined Renault 10 followed
the success of the R8 and was the last rear engined Renault. The company achieved success
with the more modern and more upmarket Renault 16, a pioneering hatch back launched in
On 16 January 1970 the manufacturer celebrated the 25 th anniversary of its 1945 rebirth as
the nationalised Regie Nationale des Usines Renault. The 1960s had been a decade of
aggressive growth a few months earlier in October 1969 the manufacturer had launched the
Renault 12 combining the engineering philosophy of its hatch-backs with the more
conservative three-box design. The four-door Renault 12 model fit between the Renault 6
and Renault 16. The model was a success. 1970 was also the first year during which Renault
The Renault Fuego won 8 consecutive championships in the TC 2000 touring car racing
The companys compact and economical Renault 5 model launched in January 1972 was
another success anticipating the 1973 energy crisis. Throughout the 1970s the R4, R5, R6,
R12, R15, R16 and R17 maintained Renaults production with new models including the
During the mid seventies the already broad based company diversified into more industries
and continued to expand globally including South East Asia. The energy crisis led Renault to
again attempt to attack the North American market. Despite the Dauphines success in the
United States in the late 1950s and an unsuccessful assembly project in Saint Bruno de
Montarville, Quebec, (1964-72), Renault began to disappear from North America at the end
of the decade.
Over the decades Renault had developed a collaborative partnership with Nash Motors
Rambler and its successor American Motor Corporation (AMC). From 1962 to 1967, Renault
assembled complete knock down (CKD) kits of the Rambler Classic sedans in its factory in
Belgium. Renault did not have large or luxury cars in its product line and the Rambler
Renault was positioned as an alternative to the Mercedes Benz Fintail cars. Later Renault
continued to make and sell a hybrid of AMCs rambler American and Rambler Classic called
the Renault Tornio in Argentina (sold through IKA Renault). Renault partnered with AMC on
In the late 1960s and 1970s the company established subsidiaries in Eastern Europe, most
notably Dacia in Romania, and South America (many of which remain active) and forged
technological cooperation agreements with Volvo and Peugeot, (for instance, for the
development of the PRV V6 engine which was used in Renault 30, Peugeot 604 and Volvo
In the mid 1960s Renault Australia was set up in Melbourne. The company produced and
assembled models including the R8, R10, R12, R16, sporty R15, R17 coupes R18 and R20.
The unit closed in 1981. Renault Australia also built and marketed Peugeots. From 1977,
they assembled Ford Cortina station wagons under contract the loss of this contract ended
the factory.
When Peugeot acquired Citroen and formed PSA the groups collaboration with Renault was
reduced although established joint production projects were maintained. Prior its merging
with Peugeot, Citroen sold to Renault the truck and bus manufacturer Berliet in 1975,
merging it with its subsidiary Saviem in 1978 to create Renault Vehicles Industrials which
became the only French manufacturer of heavy commercial vehicles. In 1976 Renault
reorganised the company into four business areas automobiles (for car and light commercial
vehicles or LCVs), finance and services, commercial vehicles (coaches and trucks over 2.5
tons GVW) and minor operations under an industrial enterprises division(farm machinery,
plastics, foundry, etc.). In 1980 Renault produced 2,053,677 cars and LCVs. The cars at the
time were the Renault 4, 5, 6, 7, 12, 14, 16, 18, 20 and 30 the LCVs were the 4, 5 and 12
Societe and the Estafette. The company added 54,086 buses/coaches and trucks.
In North America, Renault partnered with American Motors, lending AMC operating capital
and buying a minority 22.5% stake in the company in late 1979. The first Renault model sold
through AMCs dealerships was the R5, renamed Renault Le Car. Jeep was keeping AMC
afloat until new products particularly the XJ Cherokee could be launched. When the bottom
fell out of the 4*4 truck market in early 1980 AMC was in danger of bankruptcy. To protect
its investment Renault bailed AMC out with cash at the price of a controlling 47.5% interest.
Renault replaced some AMC executives and Jose J. Dedeurwaerder of Renault became
President of AMC.
The partnership resulted in the marketing of Jeep vehicles in Europe. The Jeep XJ Cherokee
may have been a joint AMC/Renault project since some early sketches of the series were
made in collaboration by Renault and AMC engineers (AMC insisted that the XJ Cherokee
was designed by AMC personnel even though a former Renault engineer designed the
Quadra Link front suspension for the XJ series). The Jeep also used wheels and seats from
Renault. Part of AMCs overall strategy was to save manufacturing cost by using Renault
parts and engineering expertise when pratical. This led to the improvement of the venerable
AMC in line six a Renault Bendix based port electronic fuel injection system (usually called
Renix) transformed it into a modern competitive power plant with a jump from 110 to 177
hp (82 to 132 kW) with less displacement (from 4.2L to 4.0L). The XJC Cherokee concept
which was conceived in 1983 as the successor to the XJ series was also a joint collaboration
with AMC and Renault engineers until the design was inherited by the Chrysler Corporation
in late 1987 after Renault divested AMC which debuted in 1989 as the Jeep Concept 1
The Renault AMC marketing effort in passenger cars was not successful compared to the
popularity for Jeep vehicles. This was because by the time the Renault range was ready, the
second energy crisis was over taking with it much of the desire for economical, compact
cars. One exception was the Renault Alliance (an Americanised version of the Renault 9),
which debuted for the 1983 model year. Assembled at AMCs Kenosha, Wisconsin plant, the
Alliance received Motor Trends domestic Car of the Year award in 1983. The Alliances 72%
U.S. content allowed it to qualify as a domestic vehicle, making it the first car with a foreign
nameplate to win the award. (In 2000, Motor Trend did away with separate awards for
US releases in the 1980s included the Renault Alliance GTA and GTA convertible an
automatic top convertible with a 2.0L engine big for a car of its class and the Renault Fuego
couple. The Alliance was followed by the Encore (U.S. Version of the Renault 11), an Alliance
- based hatchback. In 1982 Renault became the second European automaker to build cars in
the United States, after Volkswagen. However, Renaults quickly became the target of
Eventually, Renault sold AMC to Chrysler in 1987 after the assassination of Renault`s
chairman Georges Besse. The Renault Medallion (Renault 21 in Europe) sedan and wagon
was sold from 1987 to 1989 through Jeep Eagle dealerships. Jeep Eagle was the division
Chrysler created out of the former American Motors. Renault imports ended after 1989. A
completely new full sized 4-door sedan, the Eagle Premier, was developed during the
partnership between AMC and Renault. The Premier design as well as its state of the art
manufacturing facility in Bramalea, Ontario, Canada were the starting point for the sleek LH
20% minority stake in the truck manufacturer Mack Trucks. The aim of this operation was to
make use of the companys extensive dealership network to distribute light trucks. In 1983,
Renault increased its stake in Mack Trucks to 44.6%. In 1987, it transferred the ownership of
In the late seventies and early eighties Renault increased its involvement in motorsport with
novel inventions such as turbochargers in their Formula One cars. Renaults head of engines,
Georges Douin, orchestrated the installation of turbocharged European cars in 1984 were
Renaults. The companys road car designs were revolutionary in other ways also the Renault
Escape was one of the first minivans and was to remain the most well-known minivan in
Europe for the next two decades. The second generation Renault 5, the European Car of the
year winning Renault 9 and the most luxurious Renault yet the aerodynamic 25 were all
released in the early 1980s. At the same time poor product quality damaged the brand. The
ill-fated Renault 14 may have been the culmination of these problems in the early 1980s.
Restructuring (1981-1995)
Renaults were somewhat successful on both road and track, including the 1984 Espace
launch, which was Europe`s first multipurpose vehicle, a dozen years before any competitor.
However, Renault was losing a billion francs a month totalling 12.5 billion in 1984. The
government intervened and Georges Besse was installed as chairman; he set about cutting
costs dramatically, selling many of Renault`s noncore assets (Volvo stake, Gitane, Eurocar
and Renix), withdrawing almost entirely from motorsports and laying off many employees.
This halved the deficit by 1986, but Besse was murdered by the communist terrorist group
Action Directe in November 1986. He was replaced by Raymond Levy who continued Besse`s
initiatives, slimming the company enough that by the end of 1987, Renault was more or less
financially stable. However, while Besse was convinced that Renault needed a presence in
the North American market and wanted to push forward with restructuring American
Motors, Levy, facing domestic losses from Renault at home, and losses from American
Motors in the United States, along with the political climate that led to Besse`s
The Renault 9, a small four door family saloon, was voted European Car of the year on its
1981 launch. It sold well in France, but was eventually eclipsed by the Renault 11 hatchback,
as the hatchback body style became more popular on the size of the car. The Renault 5
entered its second generation in 1984 and continued to sell well. The long running Renault
18 was replaced by the Renault 21 early in 1986, adding a seven seater estate badged as the
Nevada or Savanna depending on where it was sold. Renault`s top of the range model in the
In 1990, Renault strengthened its collaborative with Volvo by signing an agreement that
allowed both companies to reduce vehicle conception costs and purchasing expenses.
Renault had access to Volvo expertise in upper market segments and in return Volvo
exploited Renault designs for low and medium segments. In 1993 the two companies
announced their intention to merge operations by 1 January 1994 and increased their cross
shareholding. The French accepted the merger, while Volvo shareholders rejected it.
A revitalised Renault launched successful new cars in the early 1990`s accompanied by an
improved marketing effort on European markets, including the 5 replacement, the Clio in
May 1990. The Clio was the first new model of a generation that replaced numeric
identifiers with traditional nameplates. The Clio was voted European Car of the Year soon
after its launch, and was one of Europe`s best selling cars in the 1990s, proving even more
popular than its predecessor. Other important launches included the third generation
Espace in 1996 and the innovative Twingo in 1992, the first car to be marketed as a city car
MPV. The Twingo was roomier than any prior cars of its size range. Twingo sales reached 2.4
million in Europe, even though the original was only built for (continental) left hand drive
markets.
Renault scenic, awarded Car of the year in Europe in 1997 and the first car to be marketed
Renault Clio IV, 5 doors or estate, named European Car of the Year in 2006
The Renault Captur is the best seller SUV in Europe since its first commercialization month
in 2013.
It was eventually decided that the companys state owned status was a detriment. By 1994
plans to sell shares to public investors were officially announced. The company was
privatised in1996. This new freedom allowed the company to venture once again into
markets in Eastern Europe and South America including a new factory in Brazil and upgrades
for its infrastructure in Argentina and Turkey. In December 1996 General Motors Europe
and Renault begun to collaborate in the development of LCVs, starting with the second
Renault`s financial problems were not all fixed by the privatisation, and Renault`s president,
Louis Schweitzer gave to his then deputy, Carlos Ghosn, the task of confronting them. Ghosn
elaborated a plan to cut costs for the period 1998-2000, reducing the workforce, revising
production processes, standardising vehicle parts and pushing the launch of new models.
The company also undertook organisational changes, introducing a lean production system
Way), reforming work methods and centralising research and development at its Techno
After Volvo`s exit, Renault searched for a new partner to cope with an industry that was
consolidating. Talks with BMW, Mitsubism, Nissan, PSA and others were held yielded a
relationship with Nissan, whose negotiations with Daimler had stalled. Signed on 27 March
1999, the Renault-Nissan Alliance is the first of its kind involving Japanese and a French
company, including cross ownership. Renault initially acquired a 36.8% stake at a cost of
US$3.5 billion in Nissan. While Nissan in sum took a 15% non voting stake in Renault.
Renault continued to operate as a stand- alone company, but with the intent to collaborate
with its alliance partner to reduce costs. The same year Renault bought a 51% majority stake
of the Romanian company Dacia, thus returning after80 years, in which time the Romanians
had built over 2 million cars that primarily consisted of local version of Renaults 8, 12 and
20. In 2000, Renault acquired a controlling stake of the South Korean Samsung Group`s
automotive division.
In the late 1990s and early 2000s, Renault sold various assets to finance its inversions and
acquisitions, refocusing itself as a car and van manufacturer. In 1999, the company sold its
industrial automation subsidiary, Renault Automation, to Comau and its engine parts
division to TWR Engine Components. In 2001, Renault sold its 50% stake in bus/coach
manufacturer Irisbus to co-owner Iveco and its logistics subsidiary CAT France to Global
Automotive Logistics. Following the sale of Renault Vehicles Industrials to Volvo in 2001, the
company retained a minority (but controlling) stake (20%) in the Volvo Group. In 2010
Renault reduced its participation to 6.5% and in December 2012 sold its remaining shares. In
2004, Renault sold a 51% majority stake in its agricultural machinery division, Renault
Agriculture, to CLAAS. In 2006, CLAAS increased its ownership to 80% and in 2008 took full
control.
In the twenty first century, Renault developed a reputation for distinctive, outlandish
design. The second generation of the Laguna and Megane featured ambitious, angular
designs that turned out to be successful. The 2000 Laguna was the second European car to
feature keyless entry and ignition. Less successful were the company`s more upmarket
models. The Avantime, a unique coupe/multipurpose sold poorly and was quickly
discontinued while the luxury Vel satis model also disappointed. However, the design
inspired the lines of the second generation Megane, the maker`s most successful car. As
well as its distinctive styling, Renault was to become known for its car safety by the
independent company EuroNCAP Thus, in 2001, the Laguna achieved a 5-star rating,
Mercedes-Benz with its brand new 1.6L turbo diesel engine and Mercedes-Benz provided a
2.0L four-cylinder petrol engine to Renault-Nissan. The resulting new alliance was to
In February 2010, Renault opened a new production factory near Tangier, Morocco, with an
annual output capacity of 170,000 vehicles. Initially, it manufactured the Dacia Lodgy and
Dacia Dokker models followed in October 2013 by the second generation Dacia Sandero.
The output capacity increased to 340,000 vehicles per year with the inauguration of a
second production line. The site is located in a dedicated free trade area, neighbouring
Tanger Automotive City. According to Renault new factory emits zero carbon and industrial
liquid discharges. Over 100,000 vehicles were produced there in 2013. Renault expects to
eventually increase production at the Tangier plant to 400,000 vehicles per year.
In December 2012 the Algeria`s National Investment Fund (FNI), the Societe Nationale de
Vehicles Industrials (SNVI) and Renault signed an agreement to establish a factory near the
city of Oran, Algeria with the aim of manufacturing symbol units from 2014 onwards. The
production output was estimated at 25,000 vehicles. The Algerian State has a 51% stake in
the facility.
In September2013, Renault launched its brand in Indonesia, the worlds fourth most
populous country with the aim of becoming one of the top European brands there until
2016. The model range at the time of the launch consisted of the Duster (locally assembled),
the Koleos and the Megane RS. Later the Clio and the Captur were also added.
In April 2015, the French government upped their stake in Renault to 19.73 percent with the
aim of blocking a resolution at the next annual general meeting that could reduce its control
become significantly more expensive when re-engineered to comply with new emissions
regulations as a result of the Volkswagon emissions scandal. Renault believes that all small
and some mid size will no longer be diesels by 2020. However on Friday, 13 January 2017,
Renault shares fell as the Paris prosecutor started an investigation into possible exhaust
emissions cheating. Renault denied any foul play, stating compliance with French and
European standards.
On 12 May 2017, one of the Renault manufacturing plants computer networks was attacked
by a malware known as WannaCry which was found to be something critical causing it being
shut down for one day. The production of at least 1,200 vehicles was halted.
Innovations
1963: Renault 8 was the first serial cart with four wheel disc brake
system.
1980: First patents for Braking distribution device for total adherence.
the code Eureka EU-55 CARMINAT. These are included in the Renault R-
Motorsport
1907 Renault-built Replica of their French Grand prix winner, one of 4 known to exist.
Renault took part in motorsport at the beginning of the 20 th century, promoted by Marcel
Renaults racing interests and over the years acquired companies with a sporting connection
In the seventies, Renault set up a dedicated motorsport division called Renault sport and
won the Le Mans 24 Hours with the Renault Alpine A442 in 1978.Renault achieved success
Renault has twelve F1 championships wins as engine manufacturer in Formula One. Nigel
Mansell, Damon Hill, Michael Schumacher, Alain Prost, Fernando Alonso, Sebastian Vettel
and Jacques Villeneuve won eleven F1 drivers titles with cars powered by Renault engines.
The company has also backed various one-make single-seater series such as Formula
Renault and the Formula Renault 3.5.These two racing series were step in the career of
thousands of drivers, including Formula One champions Fernando Alonso, Sebastian Vettel,
Renault Sport develops and manufactures the Renault Sport-badged cars, as the Renault
Clio Rs(for Renault Sport) and the Renault Megane Rs, which own the world records in their
categories, such as the Nurburgring and the Suzuka circuit and awards from what car?, Evo
Fernando Alonso driving for Renault F1 at Indian polis in 2005,the year in which the Renault
The Renault Alphine A442, 1978 Le Mans 24 Hours winner, at the 2014 Good wood festival
of speed
Renault introduced the turbo engine to Formula One when they debuted their first car, the
Renault RS01 at Silverstone in 1977.The Renault team continued until 1986.From 1989
Renault took over the Benetton formula team in 2000 for the 2001 season and renamed it
Renault F1 in 2002.In 2005 and 2006 the team won the Constructors and Drivers titles(with
Fernando Alonso).At the 2005 French Grand Prix Carlos Ghosn set out his policy regarding
We are not in formula one out of habit or tradition. Were here to show our talent
and that we can do it properly. Formula one is a cost if you dont get the results. Formula
One is an investment if you do have them and know how to exploit them.
Renault powered the winning 2010 Red Bull Racing team and took a similar role with its old
team in December 2010, when it sold its final stake to the investment group Genii Capital,
the main stake holder since December 2009, ending Renaults direct role in running a F1
team for the second time. Renault returned to F1 as a works team for the 2016 season.
Rallying
Renault has been involved in rallying from an early era. Marcel Renault won the 1902 Rallye
Paris-Vienna, but lost his life while completing in the 1903 Paris-Madrid rally.
During the 1950s and 1960s, Renault manufactured several small cars with rear wheel drive
in some cases, as the 4CV, the R8 or the Dauphine. These cars were well-adapted to the rally
of the time and the tuner Amedee Gordini collaborated with its performance. In the 1950s
the Renault Dauphine won several international rallies, including the 1956 mille Migilia and
In 1973,Renault took control of Automobiles Alpine, a related company for several years,
which was responsible for building successful rally cars such as the A110.A highly evolved
A110.A highly evolved A110 won the first World Rally Championship, representing alpine-
Renault.
In 1976, the Alpines competition department and the Gordini factory at Viry-Chatillon were
merged into Renault Sport. The focus shifted to Formula One, although Renault achieved
several victories including the 1981 Monte Carlo Rally with the Renault 5 Turbo before
Renault cars also participate of cross-country races, most prominently the Dakar rally. The
Marreau brothers won the 1982 edition driving a Renault 20 Turbo 4X4 prototype.
Later, Renault provided a Renault a Megane platform and sponsored the Schlesser-Renault
Elf buggies that won the 1999 and 2000 editions. The 1999 car was the first two-wheel drive
Dakars winner.
Renaults won the European rally Championship four times, in 1970, 1999, 2004 and 2005.
Corporate governance
Renaults head office is in Boulonge-Billancourt. The head office is located near the old
management committee as of may 2014, members of the 19-seat board include Carlos
Ghosn, Alain J.P.Belda, Charles de Croisset, Thierry Desmarest, Yuriko Koike, Marc Ladrit de
Current models
Current model line up, with calendar year of introduction or most recent facelift.
Renaults concept cars show future design and technology directions. Since 2008 Renault
has displayed various all-electric car concepts under the name Z.E, for zero emission,
starting with a concept based on the Renault Kangoo Be Bop. Further concepts and
announcements followed, with production of the Fluence Z.E. saloon beginning in 2011 and
Renault revealed the Ondelios hybrid concept in 2008.but this was overtaken by the
Z.E.programee. However, Renault presented a new hybrid car in September 2014, the Eolab,
which incorporates various innovations that the company said will be added to productions
models by 2020.
In 2014 at the New Delhi Auto Show, Renault announced a new model, the Kwid Concept,
Electric vehicle
In 2013, Renault became the leader of electric vehicles sales in Europe, thanks to its large
Beginning in 2008, Renault made agreements for its planned zero-emissions products,
including with Israel, Portugal, Denmark and the US states of Tennessee and Oregon,
Yokohama in Japan and the Principality of Monaco. Serge Yoccoz is the electric vehicle
project director.
In 2008, Renault-Nissan signed a deal to produce electric cars for an initiative in Israel with
Renault aimed to set 10-20,000 cars a year in Israel. Renault also agreed to develop
exchangeable battenes for the project. Renault collaborated with Better Place to produce a
be operational by 2011.The Renault Fluence Z.E., was selected for the Israel project. It
became the first zero-emission vehicle with a switchable battery, with trails in 2010
undertaken with the Renault Laguna. Renault ended the partnership in 2013, following
Better Places bankruptcy, with only 1000 vehicle sales in Israel and 240 in Denmark.
Renault- Nissan and the largest French electric utility, Electricite de France(EDF) signed an
agreement to promote electric vehicles in France. The partnership planned to pilot projects
on battery management and charging infrastructure. Renault-Nissan also signed deals with
Irelands ESB and in Milton Keynes as part of the UKs plugged in Places national project.
ensure individual mobility against the background of high oil prices and better environment
protection.
According to Ghosn, the Renault-Nissan alliance was a fundamental step in electric car
development and that they needed each other for other issues such as battery
I dont think either Renault or Nissan would have been able to launch an EV alone
successfully. You can have an electric car alone. But what you cannot have is an EV business
The Renault Zoe, with 18,453 registrations, was the top selling all-electric car in Europe in
2015.With 11,873 units sold during the first half of 2016,the Zoe continued to rank as the
top selling plug in electric car in Europe. Global Zoe sales achieved the 50,000 unit milestone
in June 2016.Groups Renault global, electric vehicle sales passed the 100,000 unit milestone
in September 2016,with Zoe sales representing 54%, the Kangoo Z.E. with 24%, the Twizy
with 18% and the Fluence Z.E. and its Korean rebadged Samsung SM3 Z.E. together
representing 4%.
Eco 2
In 2007 Renault introduce a new line of eco-friendly derivatives marked eco that were based
on production platforms. A minimum of 5% recycled plastic was used and the vehicles
materials were 95% reusable.Eco 2s CO 2 emissions were not to exceed 140g/km, or would be
biofuel compatible. At the 2008 Fleet World Honours, Renault received the Environment
Award. The chairman of Judges, George Emmerson, commented, This was the most hostly
contested category in the history of the Fleet World Honours, such is the clamour for
organizations green credentials to be recognized. These were some very impressive entries,
but the plane felt that Renaults impressive range of low-emission vehicles was the most
The R-Link infotainment system, developed by Renault and the CCETT labs during the
1980s, produced with TomTom and fitted in Renaults vehicles, was ranked first in a user
R-Link getting 85% of the users satisfaction whereas the second big five automotive maker
Autonomous vehicles
Renault plans to introduce autonomous vehicle technology by 2020. The company unveiled
Vehicle design
Design
During its early years, Renault only manufactured the cars chassis, while the bodywork was
in charge of coachbuilders. The first car with Renaults bodywork was the Taxi de la Marne
introduced in 1905. Most Renault made bodyworks were simple and utilitarian until the
Reinastella unveiling in 1928. In the 1930s Renault developed streamlined cars as the Viva
Grand Sport. In the 1950s the company worked with Ghia designers.
Renault Styling
In 1961 with the assistance of the independent designer Philippe Charboneaux 9responsible
for the R8), the company created Renault Styling as a design department, led by Gaston
Juchet since 1963. In 1975, Robert Opron was named chief designer and Renault Styling was
Bezier (who popularised Bezier curves and worked at Renault from 1933 to 1975.
In 1987, Renault named Patrick le Quement as chief designer and created the Industrial
Design Department to replace Renault Styling. The new division incorporated a new
management system, with more technology and personnel. Renault gave it the same
Le Quement was responsible for bold designs such as the Megane II and the Vel Satis giving
Renault a more coherent and stylish image. In 1995, Design and Quality were merged under
which also became the base for Engineering and Product Planning. The group was organised
in three sections: Automobile Design: Truck, LCV and bus Design; and Concept Cars and
Advanced Design. During the next years satellite centres opened in Spain (1999), Paris
(2000), South Korea (2003), Romania (2007), India (2007) and Brazil (2008).
At the end of 2009, le Quement was replaced by Laurens van den Acker, who introduced the
Most of Renault engineering was decentralised until 1998, when the Technocentre became
the main Renaults engineering facility. Satellite centres exist, including Renault
Technologies Americans (with branches in Argentina, Brazil, Chile, Colombia and Mexico),
Renault Technologies Romania (branches in Morocco, Russia, Slovenia and Turkey) and
had over 6500 employees worldwide of which 34% were engineers and 63% technicians.
engineers. Overseas engineering is increasing and R&D teams are in charge of adjusting
Technocentre
The Renault Technocentre is the main research and development facility. It is located in
Guyancourt. It covers 150 hectares and integrates all departments involved in developing
products and industrial processes (design, engineering and product planning) as well as
supplier representatives. The Technocentre gathers more than 8000 employees and
comprises three main sections. The Advance Precinct, a stepped structure surrounded by a
lake, has design studios and other departments related to early design stages. The Hive is
the tallest structure and includes research and engineering facilities dedicated to the
development process of new vehicles. The prototype build centre is an extension of the
Hive. The three main structures are accompanied by smaller technical buildings.
The Technocentres was one of the first enterprises to have real-time life-size 3D modelling
systems.
Renault Tech
Renault Tech is a division of Renault Sport Technologies, headquartered in Les Ulis. It was
established in 2008 and is in charge of modifying cars and vans for special purposes
(transporting people with reduced mobility, driving school cars, business fleets).
.
ABOUT THE TITLE
TRAINING
Introduction
Among the many components that go into making a company competitive are the skills of its
employees. Other components like technology and capital are not crucial. Technology can be
copied and money can be borrowed. This being an information era, whoever is able to use
information properly will have an advantage over other competitors in the same field. This is
why Human Resource Development (HRD), which transforms information into various skills of
the personnel, has great responsibility in any organization. We would call this transformation of
information into human skills as training.
Training needs arise from restructuring, expansion, performance gaps, replacing of employees
who are leaving, motivating of staff and, new technology.
The goal in training is to meet the organization objectives at shortest possible time, efficiently
and with minimum use of resources. To meet this objective, various training models have been
developed.
Definitions Of Training:-
Training constitutes a basic concept in Human Resource Development. It is the systematic
modification of behaviour through learning which occurs as a result of education, instruction,
development and planned experience.
As was said earlier, it is concerned with developing a particular skill to a desired standard by
instruction and practice.
Training is highly useful tools which can bring an employee into a position where he/she can do
his/her job correctly, effectively and conscientiously:
a) Correctly, in that he/she can apply whatever he/she has been taught,
b) Effectively, in that he/she may be in a position where he/she can perform to the expected
standards, and
c) Conscientiously, in that the behaviour of the trainers can bring the trainees to the position
where they can put their maximum effort at the right time.
A training course should constitute a key feature in a formal development programme, and this
could be a standard offering by various specialist bodies or in -house courses developed for the
organizations specialist needs. Increasingly, these options are being combined so that there is
the possibility of an externally provided course tailored to suit an organizations particular needs.
Help people grow within the organization in order that, as far as possible, its future needs
for human resources can be met from within.
Reduce the learning time for employees starting in new jobs on appointment, transfer or
promotion, and ensure that they become fully competent as quickly and effectively as
possible.
Challenges In Training
Upgrading employees' performance and improving their skills through training is a necessity in
today's competitive environment. The training process brings with it many questions that
managers must answer. Included in these questions are: Is training the solution to the problems?
Are the goals of training clear and realistic? Is training a good investment? Will the training
work?
To understand how training should be developed and operated within an organization, the first
requirement is to appreciate learning theory and approaches to providing learning and
development opportunities in organizations. It is then necessary to understand the following
approaches to training.
1) Training Philosophy.
4) Planning Training.
5) Conducting Training.
7) Evaluating Training.
1) Training Philosophy
It is not enough, however, to believe in training as an act of faith. This belief must be supported
by a positive and realistic philosophy of how training contributes to the bottom
line. Underpinning this belief is the need to set concrete objectives for training in terms of a
return on investment, in the same way as other investments have to demonstrate a pay-back. The
main areas in which such a philosophy should be developed are the following:
A strategic approach to training: this takes a long-term view of what skills, knowledge
and levels of competence employees of the organization need.
Relevance: Training must be relevant to identify appropriate training needs.
Action-orientated: Training philosophy should stress that training exists to make things
happen, to get people into action, and to ensure that they can do things they are doing
now better, or will be able to do things that they could not do before.
Training policies: These should provide guidelines on the amount of training needed, the
proportion of turnover that should be allocated to training, the scope and aims of training
schemes, and the allocation of responsibilities for training.
a) Systematic training
b) Planned training
Planned training is defined by Kenney and Reid as a deliberate intervention aimed at achieving
the learning necessary for improved job performance. The process of planned training consists
of the following steps:
Training must have a purpose and that purpose can be defined only if the l earning needs of the
organization and the groups and individuals within it have been systematically identified and
analyzed. According to Kempton , training needs can be identified at the individual and the
organization level.
Another approach could be to look at critical incidents over, say, the past three
months that were particularly challenging or stressful. The training can then be
directed at the areas that are most relevant.
Managers will also be able to identify training for their subordinates. One of the best ways of
achieving this is through the appraisal interview, where agreed training needs can be identified.
Individuals may request training that they perceive will equip them for a change
of job, either laterally or through promotion.
Training needs may be identified through the performance appraisal system. This
may provide the key channel for feeding back individual needs. The information
should be processed by a human resource professional in order to plan the overall
needs of the organization.
The management team may identify areas from the corporate plan that they want
included in the training plans.
Every training programme needs to be designed individually, and the design will continually
evolve as new learning needs emerge, or when feedback indicates that changes are required.
According to Kempton, before consideration is given to special aspects of training programmes
for managers, team leaders, craft and technical trainees, and office staff, decisions are necessary
in the following areas:
Objectives: The objectives need to be considered against the desired results. The end -
result will be the acquisition of a new skill or changed behaviour. Skills and behaviours
can be learned. A skill can be learnt in isolation whereas a behavioural change will lead
to permanent change in the values and behaviours held. That means, teaching the skill of
juggling to people who can not juggle is achievable.
Level: If the training is to be just conceptual, are the trainees experienced enough to be
able to relate it to the work situation?
Off-the-job techniques, which are used in formal training courses away from the
place of work. These techniques include lectures, talks, discussions, the di
scovery method, case study, role-playing, simulation, group exercises, team
building, distance learning, outdoor learning and workshops.
The only general rules for conducting training programmes are that first, the courses should
continually be monitored to ensure that they are proceeding according to plan and within the
agreed budget and second, all training should be evaluated after the event to check on the extend
to which it is delivering the required results.
There are, however, a number of considerations which affect the conduct of training for specific
occupations, and those concerning managers and team leaders, sales staff, skilled workers and
office staff are the following:
Sales training.
It is believed that most learning occurs on the job through coaching, planned experience and
self-development. The onus is on managers and individuals to ensure that it takes place. Senior
management must create a learning organization in which managers
recognize that training and development are a key part of their role and one on which their
performance will be assessed.
The role of a specialized training function is generally to provide advice and guidance to
managers on their training responsibilities.
Some of the responsibilities of a training function are the following:
Developing training strategies which support the achievement of bus iness strategies.
Identifying external training resources, selecting external training providers, specifying what
is required from them and ensuring that their delivery of training meets the specification.
Organizing internal courses and training programmes, but often relying on outside help for
the whole or part of formal training courses
7) Evaluation Of Training
One of the most nebulous and unsatisfactory aspects of training programmes is the evaluation of
their effectiveness. Evaluation has been defined by Hamblin, as any attempt to obtain
information (feedback) on the effects of a training programme, and to assess the value of the
training in the light of that information. Evaluation leads to control which means deciding
whether or not the training was worth the effort and what improvements are required to make it
even more effective. According to Hamblin, there are five levels at which evaluation can take
place:
Organizational unit evaluation attempts to measure the effect of changes in the job
behaviour of trainees on the functioning of the part of the organization in which they are
employed.
Since the real organizational needs are known, the process of training can begin. Exclusive of the
training techniques, the trainees and the trainers constitute other key elements of a training
programme.
The selection of trainees is a very important activity in order for an organization to achieve
desirable training results. According to Peel, the elements of trainees which have to be taken into
consideration in order for the selection of appropriate training methods are the following:
Trainers constitute the key for the successful holding of a training programme. It is really
difficult for an organization to succeed effective training if the trainers do not have the necessary
abilities for that. According to Peel , possible trainers can be:
Outside consultants.
Universities.
Managers.
.
Classroom based or instructor led training has been the traditional way of training and accounts
for over 60 % of training in leading firms. One advantage of this mode of training is that it
allows for immediate feedback. The instructor is able to assess the students ability to follow and
speed of understanding and adjust the delivery method accordingly. Training is a form of
communication and as with other forms of communication; information is transmitted not only
with words but by other cues like body language, emotional expressions like shock, and surprise.
Such kind of communication is only possible in a classroom setting.
Learners and the instructor are able to share experiences which add to the students
understanding. With classroom training a lot of information can be passed within a short time.
The instructor is able to make sure that what is necessary to be covered for the particular skill
required is included in the course. The instructor is therefore able to assess when the student has
acquired the required skills.
Classroom training can be said to offer full interaction which ensures maximum skills transfer.
One disadvantages of classroom training is that it requires participants to be away from there
work places and during that time they are not productive. If there is need to consult them for
some urgent matters, it may not be possible. Also to move to the training centres may be
expensive because the employer has to pay for travel and hotel accommodation.
Classroom training can be conducted within an institution owned by the organization or carried
out by another organization.
On the job training requires that the employee work under an experienced person from whom he
has to learn the new skills. This model of training has the advantage that the employee is
learning in real life situation and hence retentive ability is highest. Also there is immediate
feedback as to the results. Whereas in classroom training one has to wait to see how the
employee applies the skills learned, on the job training the employer is able to see immediately
whether the employee has acquired the skill or not. This mode of training is cheap as there are no
extra expenses to be paid.
There are however serious shortcoming with this model. It is only limited to skills that
organization already has. The rate of learning is also slow as the employee learns only what is
related to what is happening when he is at the place of work. There is the danger that the
employee will take whatever practice at the work place (whether good or bad) as the standard.
Bad practices sometimes take root in a particular section. Also not all people are good teachers
even if they may be excellent workers. The officer assigned to offer on the job training may
deliberately withhold valuable information fearing that the new employee may take over his job.
It must be noted that, since this training is conducted on live equipment, care must be taken in
allowing the trainee to have hands-on-experience until sufficient competence has been gained. If
not properly undertaken, it may be costly through poor workmanship which may result in
unnecessary faults.
With the advances in information technology more and more training is now being carried on
electronically. This has taken many names such as Web -based training (WBT), Computer Based
Training (CBT), Distant learning, CD-ROM training, and Internet Based Training (IBT).
This kind of learning range from live two-way interaction including video and audio interaction.
It may take the form of distribution of learning material via the internet. Another way is
searching the internet for information using powerful search engines. Also specialized training
centers offer training over the Internet.
This new model of training achieves cost and time savings. Employees learn at there own pace
and modules can be tailored to suit each individual employee.
This method assumes that computers are widely available and there is company-wide computer
literacy. This is far from being the case. There is also the acceptance stage which employees
must undergo. Also Web based training could cause many distractions as th e employees try to
down load information from the Internet.
4) Evaluating Training
The credibility of training is greatly enhanced when it can be shown that the organization has
benefited tangibly from such programs. Organizations have taken s everal approaches in
attempting to determine the worth of specific programs. In this phase, the effectiveness of the
training is assessed. Effectiveness can be measured in monetary or non -monetary terms. It is
important that the training be assessed on how well it addresses the needs it was designed to
address.
Participants Opinions:
Extent of Learning:
Some organizations administer tests to determine what the participants in training program have
learned. The pretest, posttest, control group design is one evaluation
Behavioral Change:
Tests may indicate fairly accurately what has been learned, but they give little
Still another approach to evaluating training programs involves determining the extent to which
stated objectives have been achieved.
Benchmarking
Value is the measure of impact and positive change elicited by the training.
The most common approaches used to determine the effectiveness of training programs are as
under:
In this method the participants performance is measured after attending a training program to
determine if behavioral changes have been made.
Most commonly used approach towards measurement of effectiveness of training is Pretest Post
test approach this approach performances the employees is measured prior to training and if
required training is provided. After completion if the training again the performance is measured
this is compared with performance before training if evaluation is positive e.g. increase in
productivity that means that training is effective.
Under this evaluation method, two groups are established and evaluated on actual job
performance. Members of the control group work on the job but do not undergo instructions. On
the other hand, the experimental group is given the instructi ons. At the conclusion of the
training, the two groups are reevaluated. If the training is really effective, the experimental
groups performance will have improved, and its performance will be substantially better than
that of the control group.
Effective training can raise performance, improve morale, and increase an organization's
potential. Poor, inappropriate, or inadequate training can be a source of frustration for everyone
involved. To maximize the benefits of training, managers must closely monitor the training
process. Developing learning points, to assist knowledge retention, Setting specific goals,
identifying appropriate reinforces and teaching trainees, self-management skills can help
organizations to maintain performance after training.
Following up on Training
Any training or development implemented in an organization must be cost effective. That is the
benefits gained by such programs must outweigh the cost associated with providing the learning
experience. Training to be more effective, is supposed to be followed with careful evaluation.
Evaluation methods are discussed in the previous lecture. Different techniques and approaches
can be used to evaluate the training program and, if required at any level, revisions and
redesigning should not be avoided. It is not enough to merely assume that any training effort of
an organization is effective; we must develop substantive data to determine whether our training
effort is achieving its goals- that is, if its correcting the deficiencies in skills, knowledge or
attitudes that were assessed in needing attention. Training programs are expensive. The cost
incurred alone justify evaluating the effectiveness.
ANALYSIS & INTERPRETATION OF STUDY
TABLE 1
Table 1: Opinion on training facilities.
No. Of Respondents
8% 6% 22%
Highly Satisfied
Satisfied
Not Satisfied
Very Badly Satisfied
64%
Table 3: To what extent training program are useful in day to day life.
3) To what extent you found the training program useful for day to day activities.
TABLE-3
13%
35% Excellent
21% Good
Satisfactory
Poor
31%
Inference: To large extent training program are useful in day to day life.
Table 4: Dose the training department provides a congenial for learning.
TABLE-4
GRAPH 4
20%
Inference: To a large extent the training department provides a congenial for learning.
TABLE-5
GRAPH 5
8% 20%
To large extent
To some extent
Very little extent
72%
6) How do you find the change OR improvement in your performance after attaining
training program?
TABLE - 6
GRAPH - 6
15% 0%
Excellent
Good
Satisfied
21%
64% Poor
CHART-7
GRAPH 7
6%
22% Excellent
Good
Satisfactory
52%
Poor
20%
TABLE-8
GRAPH 8
No. Of Respondents
15% 16%
To long extent
To some extent
To very little extent
69%
TABLE-9
GRAPH 9
21% 22%
Excellent
Good
Satisfactory
Poor
29% 28%
10) What is your opinion on infrastructure available in your organisation for the training
program?
TABLE-10
No. Of Respondents
16%
40% Excellent
16%
Good
Satisfactory
Poor
28%
Inference: Infrastructure was excellent in the organization for the training program
Table 11: Did company adopted new technology
TABLE-11
GRAPH - 11
16%
35% To large extent
To some extent
18% To little extent
To very little extent
31%
TABLE-12
GRAPH 12
No. Of Respondents
Company overall
23% development
31%
Competency
improvement
Future career growth
24%
22% Better performance
Inference: Company development was the major criterion for giving training.
Q13. How many training programs will you attend in a year?
Less than 10 10 20
10-20 30 60
20-40 07 14
More than 40 03 06
INTERPRETATION:-
The given graph shows the 60% of the employees attend 10-20 training
programs in a year. 20% said less than 10 and 14 % between 20-40 in a year. But the portion in
favor of 10-20 is high so they attend mid of 10-20 programs in a year at JCBL.
ANNEXEURE/APPENDIX
3) To what extent you found the training program useful for day to day activities.
6) How do you find the change OR improvement in your performance after attaining
training program?
10) What is your opinion on infrastructure available in your organisation for the training
program?
It is recommended that managers must ask their employees from time to time what kind of
changes they think should be brought as many employees would like to introduce or accept
certain changes in their present job.
For the above, managers must hold meetings with officers and executives of their respective
departments after at least 3 months and encourage employees to share their views and give
suggestions for any kind of change in their job or in the organization.
If the capabilities are present and the department wants to have some fun while learning, develop
a game. This game can be anything from family feud to jeopardy and more. In either format, the
employees have the answer to the questions created by management department relating to work
situations or people. It is amazing what people will remember from a fun situation versus a
forced learning experience.
When conducting the training classes, attempt should be made to keep them informative. While
communicating the ideas is important, the goal should also be to keep the employees interest and
entertained during the workshop.
CONCLUSION
It is concluded from the survey on Training & Development that training program conducted in JCBL
Ltd, is very effective in improving the skill and knowledge of the employee to meet the present and future
requirement of the organization. Its found that training place a crucial role in not only the development of
employees but also in achieving the overall organizational goals.
Through the research work it was found that employees were very satisfied by the training provided to
them and strongly agreed that after training their confidence have increased and their skill and knowledge
has also been increased and hence, there was remarkable improvement in their performance.
BIBLIOGRAPHY
WWW.google.com
WWW.himpub.com
Website Consulted
http://en.wikipedia.org/wiki/Automotive_industry_in_India
http://www.jcbl.com/
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http://www.citehr.com/
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