Areva - Reference Document 2016

A3

SOCIAL, ENVIRONMENTAL AND SOCIETAL RESPONSIBILITY

3. Societal information

As part of its revitalization plan, AREVA intends to support projects led by small and mediumbusinesses in themanufacturing and industrial services sector, particularly in the nuclear industry, and will give particular importance to the sustainability of the

operations generated by those projects. Revitalization actions will also concern the funding of projects of particular interest for each of the communities concerned in the areas of training, employment support and the social and solidarity economy.

3.2. STAKEHOLDER RELATIONS

The group creates and coordinates organizations for dialogue and consensus building near AREVA sites in each of the countries in which it is based. They are integral to an approach aimed at long-term dialogue with our local and internal stakeholders. Consensus building activities near the French sites have been in place for several decades and are institutionalized in legislation which serves as a legal foundation for the missions and contributions of local information organizations, i.e. the Local Information Commissions ( Commissions locales d’information, CLI) for the nuclear sites and the Site Monitoring Commissions ( Commissions de suivi des sites , CSS) for former mining sites and Seveso sites. These commissions are bodies for dialogue and consensus building between the operator and local stakeholders. The commissions comprise a number of collegial bodies: local elected officials and communities, government representatives, resident associations, environmental protection associations, industrial companies, employee representatives and competent individuals (physicians, experts, etc.). AREVAmaintains regular relations with these commissions. In 2016, for example, it participated in information seminars for CLI members onmedium- and high-level radioactive waste and on environmental radioactivity monitored, and it attended the national CLI conference. The group is also a member of multiparty forums, i.e. the Senior Committee for Transparency and Information on Nuclear Safety (HCTISN) and the National Radioactive Waste and Materials Management Plan (PNGMDR). A number of bodies have been createdwithin AREVAMines to structure stakeholder relations. InMongolia, for example, Local Cooperation Committees were established voluntarily andmet with elected officials and representatives of the local communities to present themining project during the exploration phase and to discuss the related challenges with stakeholders. In Niger, a Bilateral Orientation Board (CBO) brings together local elected officials, relevant government agencies and civil society to help strengthen local governance of community development projects in the best interests of the public. These bodies define local development policy, select projects based on local priorities, issue recommendations for the projects and help fund them. In Canada, the Athabasca Working Group (AWG) brings together six North To offer the best product and service quality to its customers, AREVA combines its know-how with the expertise of its subcontractors. The Group’s industrial policy distinguishes between “core business” activities carried out internally and those that may be outsourced and subcontracted. Subcontracting is a factor in value creation for AREVA’s nuclear operations. The group assembles the best skills and practices, exceptional and specialized resources, and process owners to optimize the performance of its facilities or broaden its offering of products and services. Since 2012, AREVA has been engaged in work to strengthen the management of health, safety, environmental and sustainable development requirements for subcontracted activities. 3.3. SUBCONTRACTING AND SUPPLIERS

Saskatchewan communities and representatives of the mining companies (AREVA Resources Canada Inc. and Cameco Corporation) for dialogue on employment, training, environmental protection and financial support for the communities. These meetings are summarized in an annual report published by the AWG. AREVA CORPORATE FOUNDATION The AREVA Corporate Foundation was created in 2007 to support philanthropic and public-interest projects in three fields: p health: the fight against AIDS and malaria, access to healthcare, and the acquisition of medical equipment; p education: the prevention of illiteracy, literacy training, access to education and support for scholarship students; p culture: cultural outreach for members of the public who would not otherwise benefit. The Foundation supports targeted, concrete programs carried out near the group’s facilities in France and overseas. These are long-term programs benefitting disadvantaged people, especially children. It also fosters employee commitment by developing projects specifically for them: calls for internal projects, volunteering opportunities, leave for humanitarian activities, andmentoring of young scholarship students. In 2016, for its last year of existence, the AREVA Corporate Foundation funded 40 projects in France, India, Nigeria, Mongolia and Turkey. With a five-year budget of 7.5million euros, the Foundation has a multiyear program with major national and international partners such as Institut Pasteur, the François- Xavier Bagnoud association, Secours populaire français, the Mécénat Chirurgie Cardiaque association, the National Agency for the Fight against Illiteracy, the Coup de Pouce association and the Quai Branly Museum.

The group’s standards for purchasing and the use of subcontracting include:

an industrial policy; a purchasing policy;

p

p

p an intragroup purchasing policy;

p a supply chain purchasing management system procedure;

p a supplier management system specification;

p a procedure for prior risk analysis of subcontracted activities (hazards table); p a procedure for including protected interests in expressions of requirements;

p a procedure for subcontractor supervision.

351

2016 AREVA REFERENCE DOCUMENT