Dialogue with and support for the personnel At the end of 2023, the ASN and IRSN senior managements, the IRSN personnel representative trades union organisations and the ASN personnel representative trades union organisations reached a consultation agreement regarding implementation of the reform project. This agreement made provision for the creation of a consultation commission for the merger project, in addition to the personnel representative bodies for each entity, so that joint discussions could be held up to the end of 2024 between the two senior managements and the personnel representatives of the two organisations. The personnel representatives took part in the working groups set up to prepare for the creation of ASNR. Finally, given the scope of the reform, the psychosocial risks prevention and treatment system was reinforced, both at IRSN and at ASN. The personnel were questioned and their responses were input into a “barometer” which, despite concerns surrounding the reform, revealed no particular negative aspects. A support unit staffed by occupational psychologists was also set up. Continuing to deploy ASNR in the future, adapting it to the new context, while performing its missions in full Despite the scale and scope of the preparatory work, much remains to be done. Future work will focus on two key areas. Continuing with setting up ASNR Setting up ASNR first of all entails implementing day-to-day operations. The beginning of the year 2025 is essentially devoted to smoothing out the differences in the operating and management methods between the two merged entities. As with any merger, good day-to-day working involves the creation of a unified information system and identical digital tools for all the personnel: this is a colossal and costly endeavour in the short term, even if it will eventually lead to savings. The overhaul of the management system (mapping of processes, management meetings cycles, internal oversight, etc.) has started, but is far from over. The Scientific Council and the Code of Conduct and Professional Ethics Committee, both required by law, should be set up in the first months of 2025. With respect to budget and finance matters, the creation of the new budgeting and purchasing processes is underway: these processes were not the same at ASN, an independent administrative Authority, and at IRSN, an industrial and commercial public establishment. The construction of a medium-term budget plan is in progress, even if the “voted services” period represented an additional constraint on the start of the works. In mid-2025, ASNR will present Parliament with its evaluation of the anticipated human, technical and financial resources it will need for the coming five years in order to carry out its duties in the new nuclear context, along with the essential steps to ensure the attractiveness of the working conditions of its personnel on the labour market in the nuclear field. With regard to human resources, a project is needed to harmonise employment conditions, which nonetheless respects the public or private status of the personnel. The long-term success of ASNR entails constructing an attractive framework for employment and skills. This involves setting up a legible hiring process, developing an “employer brand” which helps create an “ASNR” identify and stimulation of recruitment through an ambitious policy to take on young people in internships and apprenticeships. Building on IRSN’s experience, ASNR will be able to rely on an in-house tool, with the “Nuclear Safety and Radiation Protection University”, tasked not only with developing and transmitting in-house knowledge and skills to ASNR, but also making it available to all nuclear safety and radiation protection stakeholders in France and abroad. Setting up ASNR, also means building a collective mind-set. The general management decided to create joint integration days for the new arrivals at ASNR. Participative work was initiated around ASNR’s values: it will have to be taken further and expanded to involve more personnel. The managers involved in the construction of this collective mind-set will make a decisive contribution. The collective mind-set also involves high-quality social dialogue, bringing together the representatives of the personnel, regardless of their status. Finally, ASNR will have to be consolidated in its ecosystem in France and internationally, by reaffirming its legitimacy as the successor to ASN and IRSN, in the bodies where these two organisations were present. This also entails defining an ASNR integrated roadmap, in terms of dialogue with the stakeholders, notably with the support of the High Committee for Transparency and Information on Nuclear Safety (HCTISN). Editorial by the Director General 10 ABSTRACTS – ASN Report on the state of nuclear safety and radiation protection in France in 2024
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