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
Made with FlippingBook