Orano - Annual Activity Report 2024 235 SUSTAINABILITY STATEMENT 4 Social and societal information Opteam26, performance at the heart of the group’s strategic priorities In line with previous performance plans, in 2024 the group launched its new plan, Opteam26, in order to anchor the performance dynamic at the group level and improve financial performance. he main levers of Opteam26 are to challenge processes with a view to individual and collective efficiency, improve plant reliability and control costs in a context of high inflation. Like all manufacturers, Orano is facing an increase in energy and raw material prices. Thus, this plan will focus on energy economy and efficiency actions, on the one hand, and the “appropriate” use of reagents and raw materials for our plants, on the other. In a positive business development environment, the group must also ensure that it maintains frugality for this development to be profitable. Orano is continuing to roll out its SHIFT digital transformation programme. In 2024, the modernization of the IS base and the continuation of the transformation programme around data and AI have been among the priorities. A structured system and network at the service of operational excellence For several years, Orano has deployed a structured system of operational excellence that aims to obtain the best performance in terms of safety, security, quality, cost and time, for its customers, and for the Company. This system ensures the skills development of the teams and relies on a network of more than 130 operational excellence officers across all entities. Internal and external sharing is one of the action levers implemented to accelerate the transformation. Thus, Orano organizes two “Performance Managers Networking” sessions per year 60 managers on a site to share best practices and find synergies. The group also manages ten industrial and business networks to exchange cross-functional expertise and ideas between peers (energy, maintenance, operations, operational excellence, laboratories, etc.). To support the ramp up of skills in the operational excellence network and in managers, Orano has committed to a skills training approach leading to certification for its employees regarding Lean Management. Orano organizes benchmarks in companies from different industrial sectors, and is involved in various company clubs (Lean France club, in particular) to keep an active watch on new tools and effective methods used in other industries. Several “Learning Expedition” immersion programs are planned with targeted populations of managers at external sites to leave the beaten track. Targets and outcomes related to transparency and end-user information The Opteam26 program aims to improve the group’s operational performance through its various action plans. Orano aims to maintain a diversified portfolio of assets and resources, both in terms of geography and extraction technology, in order to guarantee its utility customers long-term security of uranium supply. However, the group has not set a target figure in this area. 4.3.4.3 Transparency and clear information for the citizen Policy and actions in terms of transparency and information on its activities Transparency, i.e., public access to reliable information, is inseparable from nuclear, industrial, and mining operations. This is a strong commitment from Orano. Orano’s priorities in terms of transparency and information on its activities are structured around: ● the annual publication of the results of the group’s entities in terms of safety, security and the environment; ● systematic communication in the event of an event; and ● various educational actions around its facilities. The group’s priorities in terms of dialogue with stakeholders, such as its participation in the HCTISN or the PNGMDR, are described in Section 4.3.3.3. Reliable and regular reporting on our activities Transparency refers to all the measures taken to guarantee the public’s right to reliable and accessible information. In the nuclear, chemical and mining fields, the way in which operators and/or authorities are accountable for their actions is necessary to ensure public confidence. Orano publishes all information about its activities on its website, including: ● each regulated nuclear facility publishes an annual information report required by Article L. 125-15 of the French Environmental Code. This report presents, among other things, the events that have occurred, environmental management, waste management, actions relating to safety, as well as actions in terms of transparency and information. Information reports are published for the Tricastin, la Hague, Melox, and Malvési sites going beyond just the INB (regulated nuclear facilities) part of the site; ● the Orano General Inspectorate also publishes a report on the status of safety of the facilities; ● every year, the French Nuclear Safety Authority also publishes an opinion on the safety status of Orano’s facilities; and ● Orano Mining and its production subsidiaries publish a corporate social responsibility report. Since 2017, the Orano Mining CSR report has included a report on payments to foreign governments. Orano Mining continues its transparency approach, publishing since 2020, in compliance with the requirements of the Extractive Industries Transparency Initiative (EITI) and with its commitment, the mining contracts and licenses signed with local governments not subject to legal, regulatory or contractual confidentiality obligations. Since 2018, Orano Mining has published the list and information concerning the storage structures for uranium ore processing residues. In addition, in accordance with its commitment and the global industrial standard on tailings management, Orano Mining has transparently published information on its tailings facilities classified as having “extreme” or “very high” potential consequences, namely Bois Noirs Limouzat (“BNL”) in France and the JEB Tailings residue management facility in Canada. In addition, the Orano Mining regularly publishes a CSR report for each of its sites in operation.
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