Orano - Annual Activity Report 2024 211 SUSTAINABILITY STATEMENT 4 Social and societal information 4.3.1.5 The full potential of talents, skills and competencies 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. 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. 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 2024, more than 98% of the eligible population benefited from individual interviews with their line manager. Over 16,000 training requests were, amongst others, received in this way (global data). Recognition of expertise and its development As a world leader in its businesses, the Orano group is constantly mobilizing all its expertise to develop its technological excellence and ensure its growth by expanding its services and products. 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”. In addition to the expertise track, each entity manages a community of “specialists” which houses the pool of future experts. 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 competencies review (RAM-RAC) to identify critical competencies and expertise needs; and ● the People Review to identify potential candidates for expertise. A team of experts is organized within a “college of Orano experts” proposing agreements, networks and technical communities, specific missions, etc.
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