Areva - Reference Document 2016

17

EMPLOYEES

17.1. EMPLOYMENT

155

17.5. TRAINING

161 161 161 162 162

17.1.1. Total workforce and distribution of employees by gender, age and region

17.5.1. Training policies

155 156 157 158 158 159

17.5.2. Total hours of training

17.1.2. Hiring and redundancy 17.1.3. Compensation and trends

17.6. EQUAL TREATMENT

17.6.1. Measures in favor of gender equality 17.6.2. Measures in favor of the employment and inclusion of persons with disabilities

17.2. WORK ORGANIZATION

17.2.1. Organization of working hours

162 163

17.2.2. Absenteeism

17.6.3. The fight against discrimination

17.3. LABOR RELATIONS

159

17.7. PROMOTION AND COMPLIANCE WITH THE STIPULATIONS OF FUNDAMENTAL AGREEMENTS OF THE INTERNATIONAL LABOR UNION 17.7.1. Respect for the freedom of association and the right to collective bargaining 17.7.2. Elimination of discrimination related to employment and occupation 17.7.3. Elimination of forced or compulsory labor

17.3.1. Organization of social dialogue, in particular procedures for informing, consulting with and negotiating with personnel 17.3.2. Status of collective bargaining agreements

163

159 160

163

17.4. HEALTH AND SAFETY

160 160

163 164 164

17.4.1. Health and occupational safety conditions 17.4.2. Status of agreements on health and occupational safety signed with labor unions or employee representatives 17.4.3. Frequency and severity rates of occupational

17.7.4. Effective abolition of child labor

160

injuries and accounting of occupational diseases 161

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