EDF / 2018 Reference document

ENVIRONMENTAL AND SOCIETAL INFORMATION – HUMAN RESOURCES EDF's Corporate Social Responsibility Goals

Internal social promotion/developing 3.2.2.3 the “social elevator” of tomorrow Promotional training courses promote 3.2.2.3.1 the “social elevator” at all levels Corporate Social Responsibility Goal no. 2 relates to the aim to develop the “social elevator” of tomorrow. To contribute to this process, the Group focuses on the potential of its employees, whatever their level, by investing in multiple training systems or promotional support. For example, this is reaffirmed as part of the 28 October 2016 EDF collective agreement for Skills for the 2017-2019 period. This agreement promotes different skill development methods at the initiative of the employer and of the individual, with an innovative boost to Personal Training Account (CPF) contributions, if the training is for certification in a priority area for the Company or employees who use their CPF belong to a priority training category (low-qualification employees, disabled employees, employees involved in promotional training, employees with little training, etc.). Promotional systems as joint initiatives of Employees and the Company EDF has thus built and negotiated with social partners for innovative mechanisms based on the Personal Training Account. The initiative rests with the employee and it is jointly financed by the Company. These mechanisms allow employees to fast-track their career and change category by obtaining a diploma. This form of “social elevator” genuinely sets the Group apart and has proven its effectiveness: more than 35% of the EDF group’s current managers in France became ■ managers over the course of their careers; nearly 1,300 Group employees began a promotional diploma course over the ■ last eight years, 125 of whom began attending them in 2018; 180 graduated the same year; ■ In 2018, the number of publications of EDF's promotional training offers exceeded the screening set by the Skills agreement by 30%. 105 publications planned, 136 realised. In addition to promotional training, EDF has developed a reinforced support system for employees at expert level promoted to management by managerial decision allowing them to obtain a RNCP level II that they can apply during the course of their career. Eighty employees benefited from this system in 2018.

Promotional training systems for employees being retrained The way training has been used to serve mobility priorities at the Group level remained very strong in 2018. Against the backdrop of intensifying competition and a situation in which the energy transition and process digitisation will have consequences for jobs, EDF is increasing its support for redeployment of sites and jobs and re-training programmes. Thus, 80% of employees in professional re-training will have access to management via promotional training at the Bac+5 level. The promotional curriculum of future IT managers is a perfect illustration of this re-training. The business line academies play an essential role in these systems since they are responsible for the content of redeployment and retraining courses. Work-study programmes: a solid history 3.2.2.3.2 and a commitment for the future The EDF group has been historically committed in favour of work-study programmes. It is a way to ensure excellent training, professional training and occupational integration of young people. (see section 3.4.3 "Compensation and social welfare: an attractive employer") The 2018 results continue this trend, with 6,958 work-study trainees within the EDF group at the end of 2018, including 3,461 trainees at EDF and 1,775 at Enedis. Among the work-study trainees who finished their contracts, 97% obtained their diploma and 92% found a job or started training at the end of their contract. In 2018, Group initiatives already under way continued to operate: a proactive policy to hire work-study trainees in Group companies; within the ■ scope of EDF, 31% of 2018 hires were of work-study trainees, a figure well above the commitment of 25% made in the EDF Skills agreement signed at the end of 2016; there were actions to help the work-study trainees not hired to find work, such ■ as the organisation of speed dating events with the Group’s service providers, business start-up assistance for work-study trainees who have formulated proposals, the organisation of workshops in conjunction with Pôle Emploi or enrolment on the “Engagement Jeune” inter-company platform, which allows EDF’s work-study trainees to submit their curriculum vitae along with a short recommendation from their tutor. As proof of this commitment by the Group to work-study programmes, in autumn 2016, Jean-Bernard Lévy became Chairman of Fondation Innovations Pour les Apprentissages (FIPA), which is financially supported by major groups operating in France (1) .

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Under the aegis of the Ministry of Labour, Employment, Professional Training and Social Dialogue, and the Act Against Exclusion Foundation (FACE), FIPA’s objective is to promote (1) innovation in all kinds of work-study schemes through the financing of concrete projects proposed by companies that meet those companies’ real needs.

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EDF I Reference Document 2018