Areva - Reference Document 2016

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

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:

health: the fight against AIDS and malaria, access to healthcare, and the

acquisition of medical equipment;

education: the prevention of illiteracy, literacy training, access to education and

support for scholarship students;

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.

3.3.

SUBCONTRACTING AND SUPPLIERS

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.

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

an industrial policy;

a purchasing policy;

an intragroup purchasing policy;

a supply chain purchasing management system procedure;

a supplier management system specification;

a procedure for prior risk analysis of subcontracted activities (hazards table);

a procedure for including protected interests in expressions of requirements;

a procedure for subcontractor supervision.

2016 AREVA

REFERENCE DOCUMENT

351