EDF / 2018 Reference document

ENVIRONMENTAL AND SOCIETAL INFORMATION – HUMAN RESOURCES Further human resources considerations

3.4.2

PROVIDING THE CONDITIONS FOR WELL-BEING: ORGANISATION AND QUALITY OF WORKING LIFE

As regards secondary and tertiary prevention, a number of mechanisms can be used: an anonymous toll-free “life at work” hotline, support for teams under stress and assistance with change management. Organisation and working hours In order to meet the needs relating to each company’s business and particularly to ensure continuous operation, personnel may be required to provide a continuous service 365 days-a-year or be on call outside of regular working hours. These arrangements are adapted over time according to the changing circumstances at each company, legislation and new authorised work organisation practices, particularly communications technology developments. For companies based in France, the duration of the working week in France is 35 hours, with services available for a minimum of five days. A category-wide agreement regarding the organisation of managers’ working time at EDF was signed in 2016. This agreement introduces fixed numbers of working days, with a standard number of 209 days. It accordingly aims to develop the autonomy of managers in the organisation of their working time, to increase the overall time worked by managers, to support simplification and accountability measures, and to meet their expectations in terms of changes to working methods, flexible organisation and quality of life. At the end of 2018, over 80% of managers had opted for a fixed number of working days and the number of days worked has increased markedly. In more general terms, in 2017, through the overwhelming selection of the fixed number of working days option, and the constantly increasing number of employees who opt for teleworking and the introduction of team projects, EDF’s desire for more effective and innovative team-working and management methods has been demonstrated, with benefits for both company performance and employee autonomy and work-life balance. With regard to the negotiation of agreements on working time, following on the PEI in 2016, 2017 has seen several subsidiaries in France negotiate an agreement to introduce the fixed number of working days option, including G2S, DKLNG and SOWEE. At EDF, 2 Business Departments have re-negotiated their local working time agreements (the Shared Services Department and the Customer Department), to adapt the organisation of work to their new priorities. At Enedis, there were also renegotiations of local agreements to make the necessary adaptations to the organisation project of the company. Total compensation is a key component in recognising the contribution of every staff member to the Group’s performance. It contributes to employee engagement, increases the loyalty of talent and adds to the Group’s attractiveness. Accordingly, the Group is committed to offering its employees fair and competitive compensation, while paying great attention to the quality and level of social welfare it proposes, particularly in terms of cover against the major risks of life. The Group accordingly formally introduced a total compensation and fringe benefits policy in 2013. It covers all employees of the main companies controlled by the Group. Since 2014, the Group’s main foreign companies’ compensation and social welfare systems have been reviewed based on this policy. Following each review carried out by the Group Human Resources Division, an action plan is jointly drawn up with the subsidiary and its implementation is monitored during subsequent reviews. At the same time, a network of Compensation and Fringe Benefits managers was set up to back up the scheme, particularly in order to present the policy and share good practices. COMPENSATION AND SOCIAL WELFARE: AN ATTRACTIVE EMPLOYER 3.4.3

Quality of working life As part of its CAP 2030 strategy, the EDF group is pursuing its plan to transform and improve work organisation, setting the following goals: encouraging accountability, simplifying operating methods, and promoting innovation and the use of digital technology, with a focus on employee health and safety. Various initiatives have been developed within the Group, all of which help improve organisation, working conditions and quality of life at work. A number of Group companies have set up remote working arrangements. In 2018, EDF Renewables signed a teleworking agreement, while Enedis signed an agreement on remote work: the EDF Renewables agreement covers both regular and occasional telework from home, with 90% of positions being eligible for this working arrangement. The Enedis agreement covers regular and occasional telework at home or in an external co-working space, and remote work at an off-site Enedis location. At the end of 2018, EDF had 6,000 teleworkers regularly working from home, and 20,000 employees with the option to occasionally work outside their usual workplace. Furthermore, a range of initiatives was rolled out in 2018 to develop more autonomous working arrangements: trials were launched at EDF and Enedis with several dozen pilot teams, who are ■ changing their organisation and operations by placing employee trust and autonomy at the heart of their work. an approach aimed at developing more collaborative and empowering ways of ■ managing business activities has been launched at some EDF entities (with the use of visual management, collective performance reviews, etc.) the practice of Team Projects co-developed with team members continues at EDF ■ under the “Work organisation and Quality of life at work” agreement. Changes in working arrangements and methods are based on the existence of different practices within networks and communities. In 2018, two new communities were formed: an online community with the hashtag #TousNumériques, a veritable forum for discussion and sharing information on the EDF group’s digital transformation, as well as a collective called “Transformation”, aiming to support the transformation efforts carried out at Group entities. The practice of connecting to digital tools, and in particular the implementation of the “right to disconnect”, have resulted in a series of initiatives designed to help preserve employees’ health, ensure work-life balance, comply with rest period requirements and improve efficiency at work. In 2018, Enedis signed a specific agreement in this area, developing a well-equipped, pedagogical approach. At EDF, a series of communications have helped promote healthy use of digital tools by avoiding over-use, digital overloading and “infobesity” (information overload) (see section 3.4.1.3 "Skills development: preparing for the future"). More generally, in relation to the prevention of Psychosocial Risks (PSRs), (also see "Guaranteeing the best health & safety conditions at work for all” in section 3.2.2.1.1) EDF takes primary preventative measures (study of the socio-organisational and human impact of reorganisation, collective projects on teamwork, reduced travel, right to disconnect, etc.) and the multi-disciplinary groups (MDGs) created in 2010 constitute a local resource. In addition, support, training and digital resources are made available to all members of management. Enedis has also set up an MDG system and is developing specific transformation support tools. The assessment of PSRs, which is based on the cross-referencing of several types of data, will also be based on some of the MY EDF questions, from 2019 (24 out of 50 now adopted), which will make it possible to cover all Group employees, and prioritise actions when difficulties arise. Furthermore, the main risk factors applied are those generally used by specialised agencies to improve working conditions (INRS, ANACT). This new approach has helped raise awareness within the Management Committees.

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EDF I Reference Document 2018