Orano - Annual Activity Report 2025 213 SUSTAINABILITY STATEMENT 4 Social and societal information The development of our talents, a lever for loyalty While the support of its talents has always been a strong characteristic for the Orano group, it is more than ever, in view of the current challenges, a real lever in terms of loyalty. Development processes, rolled out in all BUs, make it possible to support each group employee: ● every two years, the People Review enables high-potential employees in the group to be identified, securing succession plans and defining individual development plans for engineers and management staff. In the interim year, the resulting action plans are monitored and updated, and the succession plans are updated; ● the last complete People Review was completed in 2024. The training actions identified for employees were included in the 2025 skills development plan at the end of the review. In order to offer more cross-functional career paths for employees, succession plans are carried out at the BUs, then by region and by business line; and ● every year, professional development interviews (EDP) are offered to all group employees by their managers. In addition to the assessment interviews (EE), they put into perspective the development wishes, competencies acquired and areas for development of each employee. In 2025, around 98% of the eligible population benefited from individual interviews with their line manager. Over 16,000 training requests were, among others, received in this way (global data). Recognition of expertise and its development In this context, the group relies fully on its talents, who provide technical and scientific expertise, and gives it the means to develop them. Expertise is one of the possible career tracks, in the same way as management and project management. The expert is recognized for his/her expertise and the relevance of his/her technical opinions. In addition to a good basic technical training, the professional development of an Orano expert includes: a participation in industrial or R&D projects, an experience in the development or application of key technologies in an often international industrial environment and a current practice of teaching or coaching in his/ her field within the group. The group recognizes three levels of expert based on the extent of the expert’s influence and reputation: 1st level: “expert”; 2nd level: “senior expert”; and 3rd level: “fellow”. Every two or three years, the R&D and HR Departments jointly launch a campaign to renew our expertise. It is based on two other processes: ● the annual business and skills review (RAM-RAC) to identify critical skills and expertise needs; and ● the People Review to identify the expertise of potential candidates. They are closely monitored to ensure their development throughout their careers, with, in particular, dedicated and tailored training, a specific compensation policy and the setting of specific objectives in the annual interview. The last appraisal campaign in 2023 saw the appointment and reappointment of just over 900 experts and specialists, i.e. 5% of the group’s workforce, spread across all BUs with a higher proportion within the Orano Projets and nearly half allocated to the Engineering and Safety-Environment business lines. The appraisal campaign will be relaunched in 2026. A proactive policy to develop and digitize the training offer Orano continues to develop its training schools: École des métiers de la Hague, École du management, Mining College, École des métiers Tricastin, École des métiers DS, and the campus for recycling professions in Melox. These schools support new hires and employees in upgrading their skills in the technical professions specific to Orano’s operations. In 2025, the momentum behind support for trainers intensified, with more than 80 certified trainers and the launch of a new approach for more occasional trainers: educational hackathons. Over the course of a day, collective intelligence is used to support teaching, enabling part-time trainers to reflect on their training content and consider more engaging methods for more impactful training. Once the action plans have been established, the trainers are supported by the teaching teams to make them a reality. Orano also relies on Trihom, a leading external training organization for nuclear training. 2025 IN ACTION Launch of the Orano Project Academy Against a backdrop of strong growth in its workforce, Orano Projets created the Orano Projects Academy in 2025 Given the scale of recruitment already completed and still to come, the challenge of quickly integrating new arrivals and maintaining a high level of competence, this professional school responds to the need to structure and industrialize training processes. The portfolio of more than 4,700 training sessions is continuously enhanced according to the changing needs of the business lines. Those responsible for training engineers work closely with the business lines to develop training according to the most relevant pedagogy (e-learning, virtual reality, etc.).
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