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• Recruitment and dismissalsGuerbet in priority hires employees on permanent contracts reflecting the long-term vision of its needs. Useof additional labour is strictly limited to temporary needs, justified by exceptional increases in activity, thereplacement of employees on leave or needs related to specific projects.Guerbet has implemented an ambitious GPEC forward-looking employment and skills managementprogramme to anticipate its future needs. Detection early on of possibilities for mobility and their preparationseeks to promote more rapid and effective internal mobility as opportunities arise. Guerbet adopts a realisticGPEC employment and skills planning approach in order to support employees and encourageaccountability in the success of their career path.In 2012, Guerbet Group hired 130 employees on permanent contracts including 63 in France and 67 at itsinternational subsidiaries. During the same period, 123 employees left the Group including 59 from Frenchentities and 64 from international subsidiaries.• Remuneration and compensation trendsAs an important component of individual and collective motivation, recognising contributions to the successof Guerbet is an integral part of its system of remuneration and development.Guerbet seeks to attract and motivate employees and promote employee retention, notably by providingequitable global compensation that is competitive and coherent with market practices.The compensation policy is based on the principle of recognising talent and skills and encouragingcommitment and fairly rewarding performance.Total compensation of Guerbet employees is comprised of the following components:- Fixed compensation consisting of the base salary. This takes into account the level of the position andthe evolution of the employee's skills both in terms of professional know-how and life skills as well asmanagerial competency. These skills are evaluated every year at the annual performance anddevelopment appraisal.- Individual variable compensation (bonus) rewarding the success in meeting objectives set in line withthe Company's strategy.- Collective variable compensation providing a mechanism for employees to share in the success of thecompany through statutory and voluntary profit sharing plans.Guerbet proposes stock option plans on a regular basis. There is currently a stock option plan in progressopen to all Guerbet employees and all categories of personnel.Several medium and long-term savings vehicles are also in place in the company for employees:- Retirement savings plans;- A retirement savings plan provides a means for all employees of French companies of the Group with asavings vehicle funded from statutory and voluntary profit sharing plans as well as companycontributions. Employees hold 3.82% of the company's share capital.At 31 December 2012, the average annual salary 3 for Guerbet (parent company) was €52,178, up 3.94%from the previous year.The base salary of non-management employees included in the permanent workforce in 2011 and 2012rose 3.80%. The base salary for management employees included in the permanent workforce increasedby an average of 3.43%.3 Annual payroll including variable compensation divided by the number of permanent employees (bilan social or social responsibilityreport indicator).61
In 2012, employees of French entities of the Group 4 received an average gross amount in benefits fromstatutory profit sharing plans for fiscal 2011 of €287. In 2013 a voluntary and statutory profit sharing bonus²for 2012 results will be granted.b) Work organisation• Working time organisationGuerbet Group complies with local laws governing working hours. For international subsidiaries, theaverage workweek is 39 hours. At the production facility in Brazil, two teams work 40 hours a week withshifts from 7:00 am to 4:00 pm and from 4:00 pm until 11:00 pm.In France, Guerbet has implemented at its production units collective working time arrangements (shiftwork, continuous and semi-continuous production, on-call obligations) seeking to meet the requirements ofactivity. These arrangements are based on efforts to achieve a balance in terms of rewards/constraints,professional/personal life and overall fairness.• AbsenteeismIn 2012, the absenteeism rate at Guerbet (parent company) was 4.36% with 3.40% the result of sick leave.The rate of absenteeism rose marginally from the previous year (4.14% in 2011 vs. 5.06% in 2010, 5.06%in 2009 and 5.35% in 2008).In 2012, the absenteeism rate at Simafex was 3.68% with 3.54% the result of sick leave.In 2012, the absenteeism rate at Medex was 2.25% with sick leave accounting for 1.9% and maternityleaves 1.07%.c) Labour relations• Organisation of employee-management dialogueThe objective is to promote understanding between the different constituencies of the company andestablish social dialogue at a global level to achieve company-wide improvements, whether with respect todialogue between labour partners and management, between managers and their teams or between thedifferent sectors. The employee is positioned at the centre of social dialogue and discussions are expandedto cover direct and collective expression of employees. The objective is to thus permit by expression andlistening, to take into account early on signs making it possible to prevent conflicts, take into accountworking conditions and obtain propositions for improvement.Guerbet's commitment with respect to preventing conflicts and preserving employment has resulted in theexecution of agreements with signatures by all parties: Agreement for Social Dialogue and EmployeeExpression - GPEC agreement (forward-looking employment and skills management planning).• Report of collective bargaining agreementsA corporate culture favouring negotiations.The 28 agreements in force in the company (French entities) illustrate Guerbet's commitment to taking intoaccount the interests of all its employees in its strategy. These agreements cover such areas as alsodialogue, diversity, the organisation of working hours and recovery periods, working conditions, employment4 The statutory profit-sharing (participation) plan concerns employees of Guerbet, Simafex and Medex. Voluntary (intéressement)profit-sharing plans concern employees of Guerbet and Simafex.62
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CONTENTSCHIEF EXECUTIVE OFFICERS’
Page 5 and 6:
CHIEF EXECUTIVE OFFICERS’ MESSAGE
Page 7 and 8:
THE GUERBET GROUP1) History of the
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3) Business overview3.1 Guerbet is
Page 11 and 12: 3.4 The pathologiesIn Oncology, the
Page 13: Guerbet's offering of products is c
Page 16 and 17: c) Research & development• R&D ob
Page 18 and 19: • A proactive partnering strategy
Page 20 and 21: 5) Group organisation at 31 Decembe
Page 22 and 23: e) DistributionGuerbet distribute i
Page 24 and 25: DirectorsOther offices and director
Page 26 and 27: There exist no arrangements or unde
Page 28 and 29: Summary of compensation for Marie-C
Page 30 and 31: • Stock options granted to non-of
Page 32 and 33: I - 1Organisation of the work of th
Page 34 and 35: "Research and Innovation" Committee
Page 36 and 37: II - Internal control and risk mana
Page 38 and 39: 4) Statutory Auditors’ report pre
Page 40 and 41: SHAREHOLDER INFORMATION1) The Guerb
Page 42 and 43: As at 31 December 2010SHARESVOTING
Page 44 and 45: considered to have automatically re
Page 46 and 47: 10) Provisions of the Articles of A
Page 48 and 49: c) Earnings highlightsIFRS(in thous
Page 50 and 51: g) OutlookStrongly focused on the n
Page 52 and 53: 3) Risk factorsThe company conducte
Page 54 and 55: • Sourcing risksGuerbet has an ex
Page 56 and 57: • Information technology risksAn
Page 58 and 59: • Five-year summary of consolidat
Page 60 and 61: • Other information included in t
Page 64 and 65: and employee savings. The goal is s
Page 66 and 67: • Measures adopted to promote emp
Page 68 and 69: ) Pollution and waste managementThe
Page 70 and 71: 3) Societal informationa) Territori
Page 72 and 73: • Consolidated income statementIn
Page 74 and 75: In thousands of euros• Statement
Page 76 and 77: Changes in standards and interpreta
Page 78 and 79: g) Research and development expendi
Page 80 and 81: Held to maturity investmentsHeld-to
Page 82 and 83: creation are recorded under "Other
Page 84 and 85: III) Notes to the financial stateme
Page 86 and 87: Aged trial balance information for
Page 88 and 89: 2.2 - Borrowings by currencyCurrenc
Page 90 and 91: 3.3 - Analysis of the sensitivity o
Page 92 and 93: Revenue2012European companiesfor th
Page 94 and 95: In 2005, the Group acquired for ¥5
Page 96 and 97: 6.2 - Analysis of property, plant a
Page 98 and 99: The change in the net value of inve
Page 100 and 101: 12.2 - Accrued employee benefitsa)
Page 102 and 103: Change in net liabilities of the pe
Page 104 and 105: 14.4 - Personnel by region at year-
Page 106 and 107: Note 22 - Research and development
Page 108 and 109: Note 25 - Related parties25.1 - Rel
Page 110 and 111: Note 27 - Basic earnings per share
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2) Auditors’ report on the consol
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3) Parent company financial stateme
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• Income statementIn thousands of
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• Statement of cash flowsIn milli
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c) Property, plant and equipmentPro
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Note 1 - Intangible assets1 - 1 - C
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Note 6 - Receivables by maturityCos
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Note 9 - Regulated provisionsInvest
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Note 13 - Sales by region2012 2011F
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Tax income or expense recorded in t
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Debt waiver agreements granted to a
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Capital lease commitments relative
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4) Auditors' report on the separate
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5) Auditors' special report on rela
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ORDINARY AND EXTRAORDINARY GENERAL
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RESOLUTION THREE (Special report of
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Extraordinary resolutionsRESOLUTION
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3) Report of the Board of Directors
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Application of legal provisions gov
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• Tenth draft resolution: stock s
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2) The Statutory Auditorsa) Statuto
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6) Articles of association (selecte
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7) 2013 shareholders calendarEventD
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) Annual financial reportInformatio
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