Areva - Reference Document 2016

17

EMPLOYEES 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.

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2016 AREVA REFERENCE DOCUMENT