EDF / 2018 Reference document

3.

ENVIRONMENTAL AND SOCIETAL INFORMATION – HUMAN RESOURCES Further human resources considerations

the internal training bodies of the various Group entities, in cooperation with the ■ business lines, continue to systematically apply the level 1 assessment (measurement of trainee satisfaction) and have adopted level 3 or 4 assessment methodologies (impact of training on work situation or measurement of its contribution to the improvement of operational performance) in order to meet the target of having 30% of training programmes assessed at level 3 or 4; in addition, at Enedis, Dalkia and EDF, companies are listed in the data dock system, a national quality referencing system for training organisations (the single referencing applies to all of EDF’s internal bodies); the Saclay Group Campus, opened in August 2016, continued its ramp-up in ■ 2018 with almost 1,500 courses at the Campus in 2018; this campus, which seeks to learn from its environment (EDF research teams, ■ prestigious schools and universities, businesses at the cutting edge in energy, environmental issues and new technologies), has shown what a rich place it is for learning and innovation, thanks to the new spaces designed to disrupt habits and encourage the use of new teaching methods. For example, a show-room demonstrates the innovation achieved in training at the Group's various entities and subsidiaries. The Learning Factory offers Group instructors creativity rooms and workshops to explore innovative tools for education design and leadership, welcoming more than 1,800 internal and external visitors in 2018. The GMU (Université Groupe Management – UGM), created in 2010, is intended to train 29,000 Group managers, executives and talents. It is one of the 19 major global group corporate universities with international CLIP (Corporate Learning Improvement Process) accreditation, which places it among the best corporate universities. The GMU contributes to the EDF group’s integration and internationalisation. It helps to develop the Group’s managers’ skills in terms of leadership, management, strategy and energy market fundamentals using proven training courses, and modern teaching tools (e-learning, multi-modal coaching, joint development). Today, the GMU provides professional training for managers in practically all the geographical areas where the Group operates: Asia-Pacific, United Kingdom, Italy, France, Central Europe and America. In 2017, the GMU started to expand its scope of intervention. An inter-company benchmark was produced with Thales and Renault on the topic of “Supporting the improvement of project management skills”, and Project Management Institute (PMI) certification tests were carried out. This was continued in 2018 with interviews of the Saclay project management team which brought together over 200 project managers and directors from EDF and other companies (Thalès, Orange, Renault), and the certification of over 40 project managers. The project management training offer has been expanded, with the launch of new offers for junior and senior project managers. “La Chocolaterie”, an internal incubator, has welcomed over 10,000 people since its creation in 2016. It has contributed to the deployment of over 100 projects thanks to innovative methods such as Design Thinking and the development of business projects. One of the priorities for the years to come is to support EDF’s managerial transformation. To this end, the GMU has launched several pilot projects with entities in order to support the Unit Director and the Management Committee in assessing their management situation and establishing the managerial dimension of their transformation plan, and to provide them with a support system. Eight projects were supported by the GMU in 2018, of which, six for operational entities. Training was also put in place for entity directors and members of Executive Management. The GMU’s know-how will thus be able to support the transformation of the entire management line.

The GMU also expanded its training offer for Group executives, by developing a training programme for new Unit Directors and by restructuring its “learning expedition” offer for executives. The Group’s training programme in the field of energy and strategy was renewed in 2018 and will be expanded in 2019 with the implementation of training in European, national and local stakeholder issues for the Group’s executives. For managers, the GMU has built up a reference training offer with the Group's business lines for around fifty training courses, more than half of which are delivered digitally. The digitalisation of training continues: all new training courses developed by the GMU now include an essential digital component. The GMU offers fifty or so courses and trains more than 1,000 managers on site annually. The GMU also offers programmes aimed at Group talent and executives. In 2018, approximately 1,000 executive and talents took GMU courses. Appropriate career management 3.4.1.4 Management of talent and executives The EDF group has developed a flagship talent-spotting system. The “Talents” policy of the Group is being reviewed by its subsidiaries and the management of manager career paths is getting special attention. “People reviews” by line of business and by geographical area are organised in order to ensure the development of executives’ careers and their appointment to appropriate positions. Since 2018, new talent identification systems based on individual initiative are also being trialled, in a digital and highly-inclusive approach. Employee career path management The EDF group is continuing the roll-out of its employee career support policy: the employee career support offer (described in the EDF 2016-2019 skills ■ agreement) is accessible to all Group employees on the “Vivre EDF online” intranet, and more precisely via a “My career, my training” (“Mon parcours Ma formation”) space including: access to digital services, access to a professional career consultant, tools and ■ advice to prepare for annual reviews and dates of job fairs. In fact, employees looking for a change are invited to fairs organised in the regions, where they meet recruiters from all of the Group’s business lines and career advisors who prepare them for the next stage in their professional journey (CVs, interviews, pitches, mobility tools, external careers, etc.). In 2018, an e-mobility forum in the Occitanie region took a fresh look at how these fairs are run, which was met with great success; in 2018, career prospects were extended with, firstly, a memorandum on mobility ■ in the France group (1) which sets out the contractual terms of mobility between companies with different statuses within the Group and secondly, the MyJob project, which has made it possible to match employees, whose business activity is in decline or being eliminated, with positions in call-related departments. The MyJob project also gave rise to the IT pilot project, which made it possible to create two work-study training programmes for employees wishing to become data scientists or data analysts; finally, a trial has been launched to promote skills sponsorship at the end of ■ employees' careers: they have the option to work with a non-profit in their last position prior to retirement. 2018 was marked by significant changes at EDF. A project based on employees’ cross-functional skills has been developed, enabling redeployed employees to find a job that suits them (MyJob project). During the year, 1,266 inter-departmental transfers took place, compared to 1,169 a year earlier. Of which 67.6% included a change in professional category.

Memorandum of the Group Human Resources Director dated 16 July 2018. (1)

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EDF I Reference Document 2018