Orano - Annual Activity Report 2025 212 4 SUSTAINABILITY STATEMENT Social and societal information 4.3.1.5 The full potential of talents and skills Training and skills development policy and actions The “Competencies” component is one of the group’s five strategic areas. It assumes its full dimension in view of the current challenges of attractiveness, recruitment, skills development and loyalty, and aims to ensure the long-term future and development of the Orano group’s activities. The development of competencies is embodied in France, in an “Agreement for the development of competencies and career paths and strengthening the attractiveness of the Orano group”. Signed on September 15, 2023, this agreement aims to strengthen and perpetuate the Orano employer brand, the recruitment momentum, the development of training and career paths. It contains structuring and innovative provisions relating to the various stages of an employee’s professional life, from workstudy to the end of their career. It also seeks to anticipate changes in Orano’s business lines due to the ecological transition and innovation. Internationally, efforts are continuing in terms of recruitment, training, and skills development for all employees. Compliance with the principles of training and skills development is the responsibility of the Director of People & Communications (human resources and communication), member of the executive committee. The principles of action in this area include: ● the management of key skills and development processes; ● recognition and promotion of expertise; ● the development of a quality internal training offer; ● a proactive recruitment dynamic. Tighter steering of skills The monitoring of current and future competencies has been strengthened to guarantee the performance of Orano’s operations and projects. Thus, and in conjunction with the group’s various business units, a review of business lines and skills (RAM-RAC) is carried out each year for the business lines identified as having a high level of criticality, and every two years for all business lines. A diagnostic and cross-functional action plans by business line family are implemented in connection with this review. Lastly, a network of cross-functional business line officers supports the development of key people at group level. The action plan is monitored by the group’s executive committee. It feeds into the skills development guidelines. Its effectiveness is measured in particular through the number of critical business lines and the number of hires in these business lines. HUMAN RESOURCES MANAGEMENT CYCLE DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER Implementation of the skills development plan Arbitrage Skills development plan People review / Succession plans every 2 years Salary revisions Annual interviews (EI and PDI) Expertise campaign every 2 years YEARROUND DIALOGUE & FEEDBACK Source: Orano Annual jobs and skills review
RkJQdWJsaXNoZXIy NzMxNTcx