EDF / 2018 Reference document

ENVIRONMENTAL AND SOCIETAL INFORMATION – HUMAN RESOURCES Further human resources considerations

Recruitment levels in 2018 3.4.1.2 The EDF group has a dynamic recruitment policy, with over 9,800 hires in 2018. EDF has re-focused its employment policy since 2016 and intends to prioritise internal mobility in order to optimise existing resources and develop the career paths of its employees. Recruitment is now focused first and foremost on technical, hard-to-fill, rare or developing professions. The technical and IT/digital fields account for the bulk of new hires. The EDF group’s attractiveness remained at a high level in 2018 Since 2016, the focus for recruitment has been on internal mobility with better-classified internal short lists to manage declines in certain business lines. In 2018, a major shift took place, in order to go further and promote mobility between Group companies. EDF hired over 1,172 people under permanent contracts and 3,400 under new work-study contracts during the year. Around 40% of all external new hires were for manager positions. One third of all new hires were under work-study contracts, stable over the last three years, reflecting EDF’s strong commitment to the work-study system (see section 3.2.2.3.2 “Work-study programmes: a solid history and a commitment for the future”). Today, EDF is facing a global decline in its appeal as an employer (particularly in the nuclear sector). Our competitors are increasingly active, looking for the same profiles as us: those with technical and digital training. EDF remains the leading energy company for engineering students, however, it has a more modest ranking amongst students from management schools. EDF relies on its employer brand, which is constantly innovating, in order to enhance the EDF group’s attractiveness: raise the EDF group’s digital image in terms of recruitment through new digital ■ projects, an innovative hiring website and a simple and relevant applicant pathway; promote our employment, internship and work-study initiatives. ■ In 2018, EDF structurally overhauled its hiring process, which had previously been 100% outsourced. A team of recruiters has been formed to meet the challenges of the job market and the aspirations of candidates who, for two years, have had a choice between several offers and employers. The re-internalisation of sourcing and the use of agile methods delivered impressive initial results in the second half of 2018: recruitment quality and reduction in candidate search times. Finally, internal sourcing was once again a resounding success at the entities. Operating as a genuine internal head-hunting firm, this system makes it possible to source candidates from all of the Group’s departments in France (EDF and subsidiaries). The establishment of internal sourcing has had the effect of rebuilding expertise in the area of candidate search and recruitment, which had been totally outsourced since 2001. Skills development: preparing 3.4.1.3 for the future EDF relies on the development of its employees’ skills to support its industrial project. The professionalism of the Group’s men and women is a decisive factor in providing its public service missions, guaranteeing the safety and performance of its facilities, developing customer satisfaction and making EDF a global leader in energy and low-carbon growth. The Group faces many challenges and EDF must adapt to a complex, fast-moving industrial and technological environment. The CAP 2030 strategy continues to provide guidelines for the Group to transform and take up these challenges, through such means as the extension of nuclear power plant lifespans, successful next-generation nuclear power plants, the growth of renewable energies and the rapid expansion of energy services and digital offers. The success of these transformations depends, amongst other things, on the Human Ambition that they underlie. This means not only having the rights skills in the right

place at the right time, but also improving the effectiveness of investment in training, via increasingly diversified teaching methods and by paying greater attention to the impact of the training provided. In 2018, the Group allocated a budget of €620 million to training its employees. The percentage of employees having received training by the end of 2018 was 83% [*] . In this context, 2018 was marked by the implementation of several key transformations in training: in 2018, EDF continued to implement the “MyHR” transformation plan, which ■ aims to simplify and standardise HR processes (training, mobility/hiring, interviews, compensation, jobs/skills, talent and managers), by building on an updated HR Information System (HRIS), which will be gradually deployed in each area until the end of 2020. For each area, a participatory approach focusing on user needs was developed, covering both process redesign aspects and the tool’s configuration. Training and mobility/hiring have been given priority, and are currently in the design and configuration phase. With regard to training, the project’s goal is to more effectively anticipate needs, simplify management of “training” investments, and make employees active participants in their professional development. MyHR will also streamline the administrative management of training in order to improve the user experience (employees, managers and HR division), by reducing training request response times and automating repetitive tasks. The challenges in terms of mobility/recruitment include promoting the fluidity and transparency of the internal job market within the Group in France, by focusing on internal mobility, without side-lining external hiring. The objective is to ensure that the Company’s skills requirements and its employees’ professional aspirations match up; the “interviews” portion covers all face-to-face and digital discussions about ■ employee activities, performance, skills development and careers. The modernisation and efficiency of interviews through the diversification of their management are the primary challenges of this updated process. An overhaul of the interview process began in September; skills Academies, which are still responsible for adapting and optimising the ■ training provided by the Group, continue to develop. 2018 marked the first year in the development of the Academies, with the introduction of a new charter setting out the new areas in which the Academies need to ramp up their efforts. On the top of the list: encouraging professional development in the workplace, and adapting training content in order to more efficiently handle those retraining in new professions. A new monitoring and steering system has also been set up this year: new indicators and dashboard, a new method for reporting to the Steering Committee for the overall system. Efforts carried out in previous years to control and optimise the training offer and improve the management of external training were stepped up, as was the number of training hours provided, under the guidance of a project manager. The Academies maintained their commitment to improving training performance; digital training continues to be enhanced, with the constant goal of reaching ■ more learners more easily and safely via increasingly modern and shared distance learning courses (virtual and augmented reality, simulators, MOOC, serious games, e-learning modules, etc.). In 2018, nearly 33,600 EDF employees completed a self-guided e-learning module on ecampus; the quality of training (measure based on the collective agreement of 28 October ■ 2016 for Skills at EDF for 2017-2019) was ramped up in 2018: by better assessing its impact, the diversification of learning methods, in particular through the digitalisation of training, is encouraged: a 15% increase in e-training in 2018 over 2017, 26% more self-guided courses with a final assessment, as well as two MOOCs with a quiz, e-learning, forums, videos and documents, both of which attracted 435 and 730 employees respectively;

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[*] IND Key non-financial performance indicator (see concordance table with the non-financial performance statement in section 8.5.4).

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EDF I Reference Document 2018