AFD - Universal Registration Document 2020

STATEMENT OF NON-FINANCIAL PERFORMANCE 2 Ameaningful work environment

training, for example, organised at regional level in the network). This also applies to training that is based on a technical infrastructure that cannot be virtualised (training on payments, or on local IT correspondents). In total, training courses which cannot be adapted to a digital format represent some 20,000 hours per year, not recoverable in the balance sheet, despite the compensatory digitisation effort made elsewhere. In the context of the transposition to a remote offer, it was also necessary to shorten the duration of certain actions. This new calibration linked to the specific constraints of distance learning (shorter sessions preserving attention spans and concentration skills) also explains, to a lesser extent, the reduction in the number of hours spent thereon by employees. Lastly, the overall assessment does not reflect the number of visitors to the e-training platform or the monitoring of open access e-learning modules. While our tools do not allow us to accurately measure these training times independently, nor to demonstrate an increase in connections throughout the year (these were sometimes generated by the completion of a mandatory e-learning training course), we can nevertheless see that the platform was increasingly used by AFD employees during this period. The training department has noted an increase in user requests, demonstrating higher attendance since the end of face-to-face training. The decrease in the overall number of hours must therefore be put into perspective with regard to the current constraints of the training activity (part of the offer cannot be provided remotely; transfer to the distance learning space not included in reports) but also to the renewals of practice that took place throughout the year and which benefited the users of the training offer: access to critical or essential training maintained thanks to the remote modality and a wider coverage of audiences at a distance from headquarters. In order to maintain pedagogical continuity, the training department undertook, in April, the digitisation of all training courses considered as “critical”, that is to say conditional on integration, expatriation or taking up a position in management. Significant re-engineering work was carried out in two months to translate these training courses into virtual classes. From the end of May, a number of actions were provided again (modules for the reception of newcomers known as “onboarding”, preparation for expatriation, managerial paths, etc.). Then remote transposition was gradually extended to training deemed essential by the business lines (sectoral training, financial training, etc.). This prioritisation made it possible to secure the development of skills in response to business-line challenges or major individual challenges. But distance learning has also had a beneficial effect in the coverage of network agents. The modules offered in virtual classes attracted a very large audience, mixing employees from the head office and the network in unprecedented proportions. Over the year, 237 local employees took part in the training sessions organised by the HR Department, despite the discontinuation of regional training (1) .

Lastly, to support this digital transition, the need for which remains just as strong in early 2021, the training department has embarked on a skills-development plan aimed at developing its know-how in terms of leadership, design and administration of digital training. These new skills have made it possible to support in-house trainers in the appropriation of digital training tools and techniques (virtual classroom tools, digitalisation of teaching materials, etc.) and to implement effective digitisation strategies, with the support of our external service providers, for example on virtual integration projects. 2.8.3 Employee dialogue and Ǿ social Ǿ relations Employee social dialogue is a cornerstone of AFD Group’s policy and a driver of fairness, cohesion and commitment amongst employees. Accordingly, the Group has adopted various systems to deal with the risks inherent in employment practices, the lack of internal dialogue on social issues, and psychosocial risks. The AFD human resources policy prioritises on more inclusive employee dialogue. The corporate social responsibility policy (2) adopted by the AFD Board of Directors in 2018 undertakes to strengthen the dialogue with all Group stakeholders, and to ensure harmonised management of human resources. Four key principles underpin employee dialogue within the Group: a constructive dialogue between management and personnel representatives; compliance with each person’s rights; professionalism in negotiations; and the anticipation of social issues. Accordingly, major changes planned within the Group are subject to negotiations and dialogue with trade unions and to procedures for informing and/or consulting with personnel representative bodies. AFD does not have a branch collective agreement. Labour contracts for AFD employees under French law are governed by staff regulations unique to each institution. Employees recruited in foreign agencies have an employment contract governed by a staff regulation in the form of a collective agreement or internal regulations and are subject to compliance with the provisions of local law. Following the Macron Orders, social and economic committees were set up at the level of all the institutions that make up the Agency (head office and five French overseas departments: Réunion, Mayotte, French Guiana, Martinique and Guadeloupe) as well as centrally during the professional elections held in May Ǿ 2018. In this context, AFD management and the representative trade unions met and negotiated an experimental operating agreement signed on 7 Ǿ February 2019, for a fixed period of one year. It defines the operating rules applicable to the newly created social and economic committees to ensure effective and constructive social dialogue.

(1) In 2019, 324 local employees had benefited from training activities organised by HR. (2) https://www.afd.fr/fr/politique-de-responsabilite-societale-du-groupe-afd-2018-2022

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2020 UNIVERSAL REGISTRATION DOCUMENT