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EMPLOYEES
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17.2 Work organization
17.1.3.1.
BONUSES AND VARIABLE COMPENSATION
The group’s variable compensation program, based on both collective financial
performance and individual objectives, is gradually being brought into alignment
and expanded to include all of the group’s entities around the world. The target
percentages for variable compensation depend on local practices and are structured
by level of responsibility.
In view of the group’s financial and economic situation, the policy for the variable
component was adjusted for the collective component and guidelines were given
for the individual component as a reminder of the importance of the employee’s
performance level in his/her evaluation.
An HR information system tool interfaced with the annual performance interview is
used to collect individual objectives. It is used by the majority of the group’s entities
in Belgium, Canada, China, France, Germany, India, Slovakia, the United Kingdom
and the United States.
In Germany, non-tariff employees are eligible to participate in the group’s variable
compensation program. Tariff employees receive variable pay based on the group’s
financial objectives.
In the United States, most employees (except for those of a few entities and those
eligible for the variable compensation program) participate in the group’s financial
performance under the All Employee Incentive Program (AEIP). Profits generated
by the group at the regional level are redistributed to the employees if objectives
are met. The amount of this incentive varies according to a regional and collective
safety objective and based on each individual’s performance.
In China, employees are eligible to participate in the group’s variable compensation
program. The variable compensation system connects teamobjectives to individual
objectives.
17.1.3.2.
EMPLOYEE SAVINGS PLANS AND COLLECTIVE
PERFORMANCE
The group establishes collective compensation systems based on economic
indicators and entity-specific criteria, according to local practices and legislation.
In France, compensation based on collective performance takes the formof optional
profit-sharing agreements and of mandatory profit-sharing plans applicable to the
group’s companies. The sums distributed in 2016 for 2015 represented a total of
close to 74 million euros for the group as a whole. Employees chose to invest 72%
of the optional profit-sharing remuneration and 76% of the mandatory profit-sharing
paid in 2016 in the group’s savings plan.
In addition, in view of the group’s difficult financial situation, 14 companies have
decided to cap optional profit-sharing at 4% of payroll as from 2016. Additionally, a
trigger for calculating optional profit-sharing based on a financial criterion was set up.
17.1.3.3.
CORPORATE SAVINGS PLAN AND INVESTMENT
VEHICLES
In France, a Group Savings Plan (AREVA GSP) common to all of the group’s
companies was created in 2005. The AREVA GSP consists of a complete range
of funds covering all asset categories. It includes amoney market fund, a bond fund,
an equity fund, a social responsibility fund and three diversified funds. A diversified
pool of fund managers was sought to optimize investor returns. At December 31,
2016, the fundsmanaged in the AREVAGSP represent more than 826million euros.
In Germany, a retirement plan including an employer fund and an employee fund
is offered to employees. In addition, the group’s employees in Germany may put
their variable compensation into a dedicated savings fund.
In the United States, a 401(K) retirement plan allows employees to voluntarily save for
their retirement. AREVA’s contribution to the plan comes to 3% of each employee’s
salary. The company also matches 100% of the employee’s contributions for the
first 5 percentage points of the employee’s contributions. The average amount
saved by an employee is 10.5% of his/her base salary.
17.1.3.4.
EMPLOYEE SHAREHOLDING
In 2013, the group set up an employee share-ownership operation concerning
France, Germany and the United States. In all, 14,700 people participated in this
transaction.
The employee shareholding transaction has not been repeated since then.
17.2.
WORK ORGANIZATION
17.2.1.
ORGANIZATION OF WORKING HOURS
In countries in which the group is based, the average number of working hours
per week is generally set by law.
France and Germany in particular set up initiatives for a better balance between
work and personal life by offering flexible work hours at the site or work at home.
For example:
p
in Germany, full-time tariff employees work between 35 and 40 hours per week.
A local company-wide agreement governs the work of tariff employees, who
have flexible working hours;
p
in France, on July 4, 2013, AREVA signed a telecommuting addendum to
the group’s agreement on the Quality of Working Life of May 31, 2012. This
addendum regulates the use of telecommuting while promoting a better balance
between work and personal life. It helps improve the quality of working life and
keeps disabled employees at work or in therapeutic part-time. At the end of 2016,
more than 600 employees from all of the group’s sites benefited from this new
work organization. At the end of 2014, an agreement on annualized part-time
employment was signed in the AREVA NP company. Around sixty employees
benefitted from this system in 2016;
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2016 AREVA
REFERENCE DOCUMENT