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Continuous improvement
Implement a continuous improvement initiative based on practices shared throughout the group.
Main objectives
In 2006, the deployment of the continuous progress process was extended to all of the group's entities.
Tools were implemented to measure the performance of entities and encourage progress for everyone. Strategic objective charts that factor in the results of these self-assessments were developed as part of the strategic action plan process. They were then broken down into operational objectives and performance improvement plans that are written into the budget.
In 2005, a program to identify best ideas and practices was launched. In 2006, 40 case studies were selected and disseminated through internal communication tools, notably the group intranet.
These "comparative assessments", under which 2 entities submit the results of their self-assessments to each other, were also encouraged. At the end of 2006, 17% of the group's employees had carried out this type of evaluation.
Two internal events were organized to involve employees in the initiative:
The involvement of corporate departments in the AREVA Way process is intended to strengthen the departments' cross-cutting activities along with those of the operating units. The main areas for assessment of a corporate department are:
Press releases 
07/18/2008 - Defective pipe discovered at Cerca Romans
News briefs 
06/25/2008 - AREVA multiplies its recruitment operations around the world

In the core of the nuclear reactor
Drinking water consumption reduced by 16% in Niger
WBCSD - ARESE