"Together in diversity is an off-the-shelf educational and immersive tool. It met our need for a comprehensive, cross-disciplinary training tool."
Manuela Echilley, Diversity & Inclusion General Manager at Renault Group

Translated into 6 languages

Deployed in 134 countries

18 000 targeted employees
The Together in diversity roll-out project was launched at the end of 2018 at Renault, by the CSR department, because a real need for a cross-functional tool ro raise awareness of diversity and inclusion had been identified.
Until the launch of the Daesign Serious game Together in diversity, many one-off initiatives existed within the company, but Renault wanted a solution that would raise awareness of these issues among all employees.
Renault's specifications
Renault was looking for a training course on inclusion and diversity incorporating digital training modules.
The needs identifies by Renault
Renault was looking for a cross-functional tool to help employees understand that working on inclusion and diversity in the company is not just about taking action on gender equality or disability, but also about taking a global view of range of issues (disability, origins, homosexuality, parity, religious beliefs, etc.) and knowing to respect all these differences.
Reanult’s expectations
- The well-being of employees is essential to Renault, which is why they wanted to accelerate their work on inclusion. The company is conviced that employee well-being benefits both the employee and the company. “An employee who feels good will work better and be more committed”.
- Renault wanted to raise awareness of the fact that promoting diversity and inclusion within the company is a real source of creativity and innovation. By working on diversity and inclusion, Renault wanted to reinforce two main elements : the well-being and creativity of its employees.
- Finally, providing employees with access to a Serious game and training modules also contributes to the employer brand. The feeling of belonging and sharing the company’s values are key factors in recruiting, retaining and building loyalty among employees over the long term.
Why did you choose Daesign?
At Renault, the subject of diversity has been on the agenda for around ten years, whereas inclusion is a more recent issue. The aim was to integrate an immersive, educational tool that could be used by all employees and managers. The Serious game Together in diversity allows you to change your posture to get a better feel for the situation : the game puts the learner in the position of observer, discriminated against, discriminator…
The Together in diversity solution
Daesign’s Serious game Together in diversity is a tool that tackles enough issues to make employees understand that we are working on a global problem, and not on one or two isolated subjects.
At Renault, the Daesign Serious game Together in diversity is a key tool. The Serious game is systematically included in all diversity and inclusion training courses as an additional resource. It is also included in induction programs for new recruits.
Deployment at Renault
The company communicated about the tool using all internal employee channels, such as social networks, internal applications and the intranet. This led to greater support for the system, with more people logging on. Communicating about a training projects is one of the keys to successful deployment.
As well communicating, Renault has also rolled out the training at managerial level. Managers have been identified as ambassadors and relays of the training to other employees. The company has, for example, created an inclusive management kit containing the key behaviours to adopt, as well as the Serious game.
Finally, the 6 languages in which the Daesign game is available have also made it possible to cover a wider population. As Renault is present in over 130 countries, diversity and inclusion are subjects that are much easier for employees to grasp in their own language. Deploying more learning languages has increased the number of connections by a factor of 10 in one year.
The framework for use
Renault wanted to insist that its employees play the Serious game as a team in order to generate spontaneous interaction and exchanges of views between the different employees. For example, some managers divided the modules into several 30-minute sessions and completed them as a team.
The idea was to have a facilitator behind the Serious game, to bounce back on the subjects covered in the different modules and not just leave the employees to train alone behind their computers, even if the company encouraged them to take time to redo the modules independently once they had been dealt with collectively.
Feedback from the filed : diversity indicators
Two types of diversity indicators can be monitored within companies.
- Accounting indicators of diversity
- Indicators of employee sentiment
Renault wanted to measure diversity on both aspects, considering that one can not use only accounting indicators to measure one’s level of diversity and inclusion (for example, the percentage of women present in the company).
The feeling indicators
To measure the perception of diversity and inclusion, Renault uses internal surveys conducted annually among its employees.
The accounting indicators
As regards accounting diversity, Renault reports global indicators for all its countries twice a year (example : the distribution of the wage bill between men and women). Response rates are good and this allows for guidelines and axes of progress to be drawn up.
Satisfaction of Renault employees
Overall, the reception of modules is positive at Renault.
The modules on disability, intergenerational and trade unionism work very well. Staff members say they feel like they are in the characters’ shoes. Modules are easy to understand and appropriate. Renault has very good feedback.
In the Serious game Together in diveristy, some simulation situations are deliberately pushed to the externe : once employees have completed all the modules, they better identify cognitive biaises.
Some questions for MANUELA ECHILLEY, Diversity & Inclusion General Manager at Renault
What were the reactions of employees following the Seriou game Together in diversity?
“Following the modules, each tried to find examples in their daily lives where they would have been faced with a similar situation :
- Those with personal experiences shared their experience
- Those who had not experienced such situations would seek additional information, documentation
This allowed us to re-raise awareness on internel alert channels and make pedagogy on internal resources. For example, recall the list of discrimination criteria. This raises concrete questions from employees. It is a good basis for discussion.”
Did the Serious game facilitate awareness and remediation when it was needed?
“Completely. Our recruiters are among the targer populations on these topics. This has generated initiatives, such as the writing of an inclusive recruitment guide. It also gives us ideas for targeted educational tools to develop internally.
Working on bias and stereotypes initiates the subject and makes people want to train. We can also retransmit messages. The goal is not to become a perfect, unbiased individual, but to be able to identify a bias and channel it into a more informed decision.
I encourage people to play the Serious game several times after they have finished, to test all the ways of the game and see what are the consequences of this or that decision. It is good to do this regularly to see if you have moved forward.”
What other actions are being implemented at Renault to promote diversity?
“We have invested a lot in LGBT diversity in 2020 as we signed the principles of the United Nations, the Charter of Other Circle in France.
The Manifesto for the inclusion of people with disabilities in economic life was also signed on disability at the beginning of the year.
We have built an internal charter signed by our COMEX. It is something that is under construction at Renault. Signing a charter means committing. You already have a number of actions in place to be able to engage but this allows you to set yourself goals for continuous progress.
We also work with other companies. We exchange on the co-construction of barometers. We are integrated into inter-company networks, particularly on the subject of gender diversity : we work with 7 companies, including Microsoft, Sodexo and TF1, on action plans. There is a lot of business-to-business exchange that makes us question ourselves. We also ask a lot informally.”
How, as a French company, do we choose to impose our “diversity” on what we expect from employees at the international level?
“We never impose. We have corporate guidelines on disability, nationalities, etc… Then, we share this with all the countries by explaining what we want to do. Create a common base with, for example, zero tolerance on discrimination or the need to scale diversity accounting indicators. Then there is a part is decided by the country. Each country must give us two priorities according to its legal context, legal, its cases of discrimination, etc. It is never something that is thrown from the corporate to the countries. It is always something with the corporate framework but adaptable locally.”
How does the international impact the deployment of training such as Together in diversity?
“International deployment means a lot of exchange and listening to adapt the content of modules to different countries. We adapt to each country in order to target their specific needs.
It is important to spend a lot of time on topics like thses, which require empathy, emotion, emotional intelligence and cultural differences. We spend a lot of time listening to international collaborators but it is very interesting, il allows us to see how far certain countries can go.
On all inclusion topics, the number one rule is to ensure the safety of employees everywhere. We can not put people at risk. The Serious game follows this logic. Obviously, we pushed all our countries to deploy it. However, the deployment in each country, which modules are deployed or not, etc… it depends a lot on the local culture. The corporate plan is not copied in each.”