Assystem nuclear risk management report 2025

Nuclear risk management

Since 2013 and the creation of Assystem's Nuclear Risk Management Department, we have committed to publishing this document annually in order to facilitate the monitoring and steering of activities related to nuclear safety culture in France, by involving all stakeholders, employees, managers, partners, or customers.

This commitment is reflected in a continuous improvement approach embedded across all levels of the company. Looking ahead, the Department has identified several key focus areas:

• Improving responsiveness in the handling of non-conformities, with the aim of significantly reducing resolution times.
• Embedding the safety culture more firmly in day-to-day operations, especially through stronger support for first-time site entrants.
• Streamlining quality and safety processes, to facilitate adoption and practical implementation.
• Systematising feedback from experience, by creating simple, shared and actionable formats.
• Increasing the frequency of managerial site visits, a powerful tool to drive engagement and collective awareness.

To fulfil these responsibilities, the Assystem's Nuclear Risk Management Department participates in committees such as project oversight reviews and visits operational teams as often as necessary. It provides technical support to the company’s radiation protection organisation. The Department is also involved in innovation and digital development initiatives whenever safety methodologies form part of this research work.

In general, the Assystem's Nuclear Risk Management Department strives to reduce the nuclear risks faced by operators by ensuring a level of compliance and understanding that meets their expectations.

Progress expected in the years to come

Assystem has chosen to make excellence in nuclear quality and safety an essential axis of its policies, placing itself in co-responsibility with nuclear operators on the subjects entrusted to it. The search for improvements in the control of nuclear risks is therefore permanent and takes place at all levels of the company.

This commitment is reflected in a culture of continuous improvement, which is fostered at every level of the organisation. For the coming years, the Department has identified several key areas for focus:

• Improving responsiveness in the handling of non-conformities (aim: to drastically reduce processing times).
• Strengthening the embedding of the safety culture on the ground, in particular through more intensive support for first responders.
• Simplifying quality and safety processes to encourage their adoption and operational implementation.
• Making feedback on lessons learnt a standard practice by creating simple, shared and actionable formats.
• Increase the frequency of management visits, a powerful tool for mobilising staff and raising collective awareness.