"AREVA at a glance" brochure
"2010 figures" economic, social, societal and environmental data
Health and Safety Policy 2011-2013
"Chalon/Saint-Marcel : rapport environnemental, social et sociétal 2009" [FR]
"AREVA in 2010" Report on responsible growth
AREVA WAY, a continuous improvement process
AREVA's response to the Carbon Disclosure Projetc 2010
AREVA and the Global Compact 2010
Values charter
Le poids socio-économique de l'électronucléaire en France (french only)
The AREVA WAY and continuous improvement
When AREVA was established in September 2001 through the combination of several different entities, the Executive Board - led by its Chief Executive Officer, Anne Lauvergeon - made sustainable development its cornerstone. To translate this choice into reality, AREVA integrates sustainable development into its industrial strategy and its management practices through a continuous improvement initiative.
Clearly-defined objectives
- Processes and tools serving a goal that has become a way of living and behavior.
- An inclusive, consistent approach nurtured by experience and receptiveness.
Sustainable development at the core of strategy and management
Integrated into the general business and budgetary management process, sustainable development objectives are at the heart of management and facilitate dialog between the units and the general management.
Continuous improvement
The group's sustainable development policy is served by a commitment to ongoing improvement. It is implemented through a continuous improvement procedure based around 10 commitments. It is underpinned by specific management criteria that enable each entity to assess its own performance and define performance improvement plans that are consistent with the overall objectives. This process has led to the establishment of social and environmental performance indicators.
Dialog: listening and accountability
AREVA assumes its responsibilities as a corporate member of society. Because its operations may prompt questions, the group is dedicated to getting to know its stakeholders, to keeping them informed, to understanding what they want, and to building open and constructive dialog. Similarly, the group also reports publicly on developments in its programs and commitments through objective, controlled data.
Sustainable development is everyone's business
All of the company's businesses and departments are relevant to sustainable development. For day-to-day success, everyone in the organization is made to understand the challenges and to propose areas for improvement.
