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EMPLOYEES
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17.5 Training
The Employee Assistance Program (EAP) provides support to employees in all
matters related to work-life balance. In that same spirit, an Employee Concerns
Program (ECP) dedicated to the quality of working life was deployed to prevent
and fight discrimination.
Employees are invited to answer questionnaires about their overall health and well-
being and to identify their problems. Support programs designed to improve their
situation are set up as appropriate and are followed up.
17.4.3.
FREQUENCY AND SEVERITY RATES OF OCCUPATIONAL INJURIES AND ACCOUNTING
OF OCCUPATIONAL DISEASES
Please refer to Appendix 3.
17.5.
TRAINING
17.5.1.
TRAINING POLICIES
In France, the Training Department is organized into four Jobs-Training Shared
Services Centers (Cotentin, Ile-de-France, Lyon-Alps-Burgundy and Southeast). All
of them share the same system of management and operation. The Jobs-Training
Department is strengthening its priority lines of action with the development of
employee certification programs and widespread roll-out of digital training for the
most recurrent training in the entity training plans.
In Germany, a training program for experts is in place. This 18-month program
consisting of 4 modules offering a wide variety of content aims to develop the
necessary human resources skills tomanage expert careers. Amentoring program
was set up to help key talent acquire knowledge and develop their networks in the
companies and at the sites, thus increasing their visibility.
In the United Kingdom, performance evaluation interviews take place twice a year, at
mid-year and year-end. The result is a Personal Development Plan which describes
how the individual training objectives will be met. Employees are encouraged to
becomemembers of a recognized professional association and to remain active in it
as long as they are AREVA employees. Membership expenses are paid by AREVA.
In the United States, a training governance infrastructure was established. It offers
a structured procedure for a partnership between the North American Training
Department and the region’s business units. The members of the Training
Governance Committee aremanagers and individual contributors representing each
of the business units. Decisions concerning training and development are made
in a collegial manner by the managers and individual contributors, who possess
the expertise and knowledge necessary to achieve the objectives for the various
professions. One of the most significant results achieved through transformation
of training in North America is the deployment of the 70:20:10 Model for Learning
and Development, which incorporates collaboration and training at the workplace
into the training program. The main characteristics of the Model are the use of real
work situations for training and the development of self-starting learners. The goal
is to help proactive employees optimize their learning opportunities in order to help
them face daily challenges at work and seize opportunities for advancement. The
state of mind of the self-starting learner allows our employees to respond more
quickly and in a more structured manner to challenges and opportunities, thus
helping to ensure AREVA’s future in a fast-changing industry.
In China, an annual training plan is drawn up as a function of the employee’s
expectations of development and in agreement with the managerial objectives
discussed during the development interviews. AREVA University programs, such
as the Sales Academy and leadership training, are also deployed in China.
17.5.2.
TOTAL HOURS OF TRAINING
In France, 711,264 hours of training were dispensed in 2015, giving an average of 27 hours of training per employee.
Number of hours of training per permanent employee per year
2016
2015
France
NA
27
Germany
25.7
26.5
United States
16.31
16.82
The 2016 data for France will be available in April 2017.
2016 AREVA
REFERENCE DOCUMENT
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