Orano - Annual Activity Report 2024 209 SUSTAINABILITY STATEMENT 4 Social and societal information The performance indicators in terms of social dialogue monitored by the group are: the number of collective agreements signed, the rate of participation in negotiation meetings, the number of strike notices and the content of union communications. International social dialogue Outside France, relations and negotiations with employee representative bodies are organized in accordance with local laws and practices. At Orano Mining, 100% of the sites in operation have collective representation and mandatory annual negotiations are organized. In Canada, at the McClean Lake site, a collective agreement, the “Canadian Labor Standards Acts”, covers workers, technicians, and employees who have joined the signatory unions, in accordance with the legal provisions applicable locally. It was renegotiated in 2022 for a period of three years (June 2022-May 2025). In Mongolia, an agreement covering all employees was renewed for two years (December 2024-December 2026). In Kazakhstan, a collective agreement covering all employees was renewed for a period of three years (December 2024-December 2027). In Uzbekistan, an agreement on shift work has been in place since 2020. Actions in relation to social dialogue In 2023, 58 texts were signed, including 42 agreements and 16 amendments. For the year 2024, 62 texts. Operational action plans are rolled out locally at the level of each company/entity, drawn up in collaboration with local employee representative bodies. The effectiveness of social dialogue depends on the quality and relevance of the information exchanged. The actions taken to make social dialogue effective in France are: ● the implementation of information access tools: the organization implements various systems (webinars, SharePoint, etc.) as well as regular discussion meetings; ● distribution of social information to group employees: information concerning working conditions, employee rights, diversity and inclusion are systematically distributed through guides and brochures posted online on the intranet. They highlight the internal systems intended to inform and raise awareness among our employees; ● the collection and transmission of social data to employee representatives; and ● raising awareness among elected officials of new regulations, current projects, communication tools and diversity issues. Social dialogue targets The group aims to maintain a constructive and high-quality social dialogue, by ensuring the group’s commitments are formalized through structuring agreements, in particular in terms of quality of life at work (QVT), inclusion of persons with disabilities, gender equality and mandatory annual salary negotiations (NAO). The group has not set a target figure in this area. Process by which company employees can raise concerns Organizational changes are sometimes necessary for the proper functioning of the Orano group but can have negative impacts for employees. The social dialogue system is a vector for raising employee concerns through employee representatives. Managers are the first to be informed of difficulties encountered by their teams. Orano is setting up a training program for all new managers to enable them to deal with the day-to-day irritants and difficulties faced by the group’s employees. Likewise, the entire Human Resources community is informed and trained to address issues encountered by teams in the field. To go further, the agreement on the development of quality of life at work and the consideration of psychosocial risks within the Orano group of March 31, 2021 provides that any proposal to change the Company’s organization involving a change in the working conditions of employees and any proposal to introduce new technologies must be given specific attention, particularly with regard to its possible psychosocial risks. In the event that the review of the proposal leads to the identification of risks that could have disruptive effects on the health of the employees affected by the change, a specific action plan must be systematically drawn up. In addition, Orano has planned two additional ways to help employees in difficulty around the world: ● the whistleblowing mechanism; and ● the system for preventing and dealing with moral and sexual harassment. The whistleblowing mechanism is developed in Section 4.4.1.3 Corporate culture and policy regarding business conduct [G1-1]. System for preventing and dealing with alleged moral and sexual harassment Another formal way for company employees to make their concerns and needs known is through the system for preventing and dealing with alleged moral and sexual harassment. It is based on the implementation of mediation aimed at restoring the principles of quality relationships when these have deteriorated, and investigations to objectively determine the facts reported. Employees who believe they have been the victim of harassment, regardless of the type (moral, sexual or discriminatory), can contact their usual contacts (line manager, Human Resources function, occupational health workers, employee representatives) or, if preferred, use the whistleblowing mechanism, either by name or anonymously (OranoEthic.signalement.net). Presumed victims must benefit from precautionary measures, at their request, during the investigation, as well as the support of a listening and support system.
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