Areva - Reference Document 2016

17.1. EMPLOYMENT 155 17.1.1. Total workforce and distribution of employees by gender, age and region 155 17.1.2. Hiring and redundancy 156 17.1.3. Compensation and trends 157 17.2. WORK ORGANIZATION 158 17.2.1. Organization of working hours 158 17.2.2. Absenteeism 159 17.3. LABOR RELATIONS 159 17.3.1. Organization of social dialogue, in particular procedures for informing, consulting with and negotiating with personnel 159 17.3.2. Status of collective bargaining agreements 160 17.4. HEALTH AND SAFETY 160 17.4.1. Health and occupational safety conditions 160 17.4.2. Status of agreements on health and occupational safety signed with labor unions or employee representatives 160 17.4.3. Frequency and severity rates of occupational injuries and accounting of occupational diseases 161 17.5. TRAINING 161 17.5.1. Training policies 161 17.5.2. Total hours of training 161 17.6. EQUAL TREATMENT 162 17.6.1. Measures in favor of gender equality 162 17.6.2. Measures in favor of the employment and inclusion of persons with disabilities 162 17.6.3. The fight against discrimination 163 17.7. PROMOTION AND COMPLIANCE WITH THE STIPULATIONS OF FUNDAMENTAL AGREEMENTS OF THE INTERNATIONAL LABOR UNION 163 17.7.1. Respect for the freedom of association and the right to collective bargaining 163 17.7.2. Elimination of discrimination related to employment and occupation 163 17.7.3. Elimination of forced or compulsory labor 164 17.7.4. Effective abolition of child labor 164

EMPLOYEES

The year of 2016 was marked by the implementation of the performance

plan defined in 2015, featuring in particular a component related to workforce

reduction; by the transformation of the group’s organizations into two entities,

NewAREVA and AREVANP, which have operated independently since July 1,

2016; and by further sales of operations. After a year of 2015 largely devoted

to explaining the changes in the group’s economic and financial situation

to stakeholders, to sharing the goals for its recovery with management and

employees, and to preparing for in-depth organizational transformation, the

performance plan was implemented in 2016, anchored in detailed social

dialogue with employee representatives to determine methods of supporting

the group’s organizational and strategic change.

154

2016 AREVA

REFERENCE DOCUMENT