Adapting the internal organisation The ASNR’s first year of existence was also marked by the continuation of reorganisation work, both for the “cross- functional and support” teams and for the “core activities” teams. Most of the cross-functional and support departments, which were merged on 1 January, quickly began work on a more precise definition of a new internal organisation, to be implemented from the second half of 2025. It should be noted that this work was carried out in a context of significantly increased workload, as these departments were heavily involved in setting up ASNR. As regards the “core activities” departments, the first half of the year was mainly devoted to setting up a working method to identify possible reorganisation options, and to preliminary discussions involving the directors concerned. As a result, in June 2025 organisational principles were defined that were compatible with the provisions of the act of 21 May 2024. Coordinators were then appointed to translate these principles into a more complete organisation, which is due to be presented to employee representative bodies in spring 2026. 2026: CONTINUING THE TRANSFORMATION OF ASNR IN SUPPORT OF ITS MISSIONS Work on setting up ASNR will continue throughout 2026. The coming months will be marked by the reorganisation of our “core activities” departments, which will draw on the strengths of a united team and the diversity of our skills. Staff elections will take place in the second half of March, enabling the establishment of new social dialogue bodies. A significant effort will be made to strengthen cohesion through the identification and definition of ASNR’s values and its “employer brand”. Work on harmonising our operations will continue, with further advances in the convergence of information systems and the introduction of an integrated management system. A Scientific Council will be set up in accordance with the provisions of Article L. 592-28-3 of the Environment Code. The composition of this Council will reflect the diversity of scientific fields. In particular, it will be consulted on ASNR’s scientific strategy and research programmes, and will contribute to scientific assessment. The Advisory Committees of Experts (GPEs) will continue to carry out their tasks until the end of their members’ terms of office at the end of 2026, and at the same time preparations will be made to renew their membership, with a view to the new term of office taking effect on 1 January 2027. ASNR will submit its second report to OPECST assessing its creation and the implementation of the reform introduced by Act 2024-450 of 21 May 2024 relative to the organisation of nuclear safety and radiation protection governance, in order to address the challenges of the nuclear industry’s renewal. Finally, 2026 will be used to prepare a new IRRS peer review mission (which involves ASNR being audited by a team of counterparts from other countries), to be conducted in 2027. For ASNR, an independent administrative Authority, undergoing regular external peer review is essential. STRATEGIC ORIENTATIONS GUIDING ASNR’S ACTION During the first year of its existence, ASNR staff have been reflecting on the strategic challenges facing ASNR and the changes that need to be made. Four main orientations have been identified in the current context of nuclear renewal and innovation. They will guide ASNR’s actions over the coming years. Nuclear safety and radiation protection must be proportionate to the issues at stake ASNR operates in a constrained environment, where time and resources are limited, both for itself and for the organisations it oversees. In the context of nuclear renewal, ASNR will strengthen its ability to prioritise and rank issues across all its activities and to apply a clear graded approach. The renewal of the nuclear industry presents collective challenges distinct from the operation of existing facilities There is a need to ensure that nuclear safety is taken into account as far upstream as possible in new projects, to stabilise baseline requirements, and to provide visibility on regulatory deadlines and dovetail them with project milestones. ASNR will develop its ability to plan ahead, by monitoring early warning signs, and to mobilise knowledge and expertise. It will pay particular attention to managing assessments, ensuring both rigour and efficiency while controlling timelines. Where necessary, it will continue to develop new practices and approaches, as it has done in recent years with innovative reactor project developers. The challenge of innovation: medical applications, Small Modular Reactors and artificial intelligence A number of areas are characterised by strong innovation. ASNR is positioning itself to respond to new challenges, whether technical, organisational or oversight-related, and to adapt appropriately. To this end, it will continue to deploy innovative working methods during the preparatory stages of the instruction. It will develop its own expertise through a proactive and forward-looking research policy. Finally, it will take on board the opportunities and risks of artificial intelligence 10 ABSTRACTS – ASNR Report on the state of nuclear safety and radiation protection in France in 2025
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