Orano - Annual Activity Report 2025 247 SUSTAINABILITY STATEMENT 4 Governance information 4.4.1.6 Building long-term and virtuous relationships with suppliers The group’s purchasing activities are governed by the group’s purchasing and supply chain process. The group’s purchasing practice includes the management of all processes related to suppliers, including their involvement in a responsible and continuous improvement approach. Suppliers are assessed and monitored according to their ability to provide products and services that comply with the specified needs and requirements, while respecting the group’s criteria in terms of safety, quality, compliance, financial performance, competitiveness, health, industrial and occupational safety, human rights, and respect for the environment. The group formalized a purchasing policy, which was revised in 2018. The group completed its system in 2024 with a Responsible Purchasing policy. The principles guiding action in this area are: ● the roll-out of the Responsible Purchasing policy and the commitment of suppliers to reducing their social and environmental impact; ● the strengthening of sustainability criteria in the choice of suppliers and offers; ● balanced relationships through the involvement of suppliers in the transformation of the supply chain and the control of late payments; and ● support for the skills development of supply chain teams. A rigorous purchasing and supplier assessment process The group’s purchasing activities are governed by the group’s purchasing and supply chain process. The Corporate Supply Chain Department works closely with all of the group’s departments to ensure that suppliers meet the group’s safety, HSE, quality, and compliance requirements, particularly in relation to anti-corruption and prevention of influence-peddling. Moreover, the Purchasing Manager and the specifier must factor in the economic and ethics aspects, as well as fair competition practices, specifically by: ● promoting competition, plurality of responses, and the emergence of alternative offers; ● allowing all companies matching the bid requirements to respond without discrimination; ● applying the reciprocity principle, i.e. requiring suppliers what the organization requires of itself; and ● valuing the suppliers and bids that are the best fit with the organization’s activities. When identifying needs, they must factor in the local situation, the impact on jobs and local economy, and social criteria when adapted (such as during calls for proposals for the most risky markets). Specific measures relating to subcontracting at our facilities In order to adapt the responses to the risk levels, Orano has divided the subcontractors into five categories according to a risk analysis known as the “hazard analysis” and based on the level of involvement in processes affecting the safety of the facilities. The level of the activity’s risk determines the list of suppliers invited to bid and the measures to be taken for contract follow-up and operational supervision to ensure the control of subcontractor HSE requirements. For activities in isolated territories and sites, Orano Mining makes an inventory of the health organization of subcontracting companies (occupational medicine, mandatory vaccinations, first aid training, healthcare, infirmary, equipment, health evacuation plans). In addition, in order to guarantee the same quality of monitoring as that of its employees, dosimetric monitoring of categorized subcontractors can be carried out by the Orano subsidiaries themselves. Third-party assessment integrated into the purchasing process The Orano group’s Supply Chain Management System integrates the vigilance and corruption prevention plan into these processes (RFI (Request for Information)/RFQ (Request for Quotation) and Supplier evaluation and monitoring). The various documents and processes making up the supply chain management system (Code of Ethics, GTC, purchasing policy, sustainable development commitment, etc.) take into account: ● the risk analyses by Purchasing market (“Hazard Table”) and by country (see Orano internal “Country Compliance Classification” procedure); ● the plan for mitigating the associated risks before awarding contracts (through supplier selection criteria and qualification audits, and monitoring programs during contract fulfillment); ● the supplier performance metrics and the required improvement plans; ● the ethics, sustainable development commitment, and corruption prevention aspects in contract clauses, in compliance with the French Sapin II and corporate duty of vigilance laws; and ● the studies carried out by the group’s Economic Intelligence Division and a compliance questionnaire for certain suppliers, in accordance with the third-party compliance evaluation process. In accordance with the procedure for assessing third-party compliance, which was rolled out together with the Compliance Department, any new supplier or any material change in a supplier relationship must be specifically verified and adapted according to the estimated level of risk with regard to reputation. In order to enable the identification and processing of events that breach the regulations or the Orano Code of Ethics, the Orano whistleblowing mechanism portal is also open to the staff of suppliers, service providers, and subcontractors. 2025 IN ACTION A purchasing transformation plan launched in partnership with key suppliers Orano launched a plan to transform its purchasing processes in 2025 in order to be more efficient. Based on workshops with suppliers, the first phase captured nearly 100 proposals concerning the field of customer-supplier relations and the simplification of technical specifications.
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