EDF / 2019 Universal registration document

3. Non-financial performance

EDF, a company committed to a just and fair transition

EDF, a company with a responsible attitude to its employees

improving occupational integration, the Group continues its efforts and commitment to work-study programmes, which is reflected in a proactive policy of hiring work-study students, providing business start-up assistance for work-study students with a project and providing systematic and revised training for work-study tutors (see also section 3.3.3.1.1). Group talent management The Talents policy, implemented at the level of the EDF group, describes the principles and criteria for identifying and validating employees with the potential, in the long and short term, for executive level responsibilities while respecting the management independence of network managers. Under this policy, high-potential employees should be identified at an early stage to prepare them and monitor them in the long term, with a high level of involvement from all executives at various stages. Regular assessments (junior/senior) are conducted to detect the talent and future leaders of tomorrow. These assessments are based on a single leadership model for all Group companies. Since 2018, Talents 2.0 has improved the process used to detect new talent. Employees can identify themselves directly through a series of online tests which then lead to an assessment. GMU (Group Management University) The GMU was created in 2010 to improve performance and support the development of EDF group managers and executives throughout their careers. Acting at the very heart of the transformations, the GMU develops managerial training schemes, prepares the “Group Talent” for executive responsibilities and ensures the professionalisation and development of the executives in office through a specially adapted curriculum. The GMU designs and provides programmes and training courses that help create and disseminate a common culture at Group level based on EDF’s historical know-how and skills, and innovative practices in the field of management and leadership. The GMU is also developing partnerships with the best academic institutions worldwide, selected following tenders. The GMU’s programmes combine a demand for quality and openness to change with a capacity to adapt to the Company’s internal challenges. The GMU is responsible for implementing the model of leadership skills within the Company, multiplying its deployment through its programmes so as to encourage a shared, rapid appropriation of the main issues to pave the way for the future. Organisation and working hours 3.3.3.1.2 In order to meet the needs relating to each company’s business and particularly to ensure continuous operation, the Group’s employees 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 departments operating over a minimum of 5 days. Group entities are seeking to modernise the organisation of working time to promote employee agility and empowerment. Following the implementation of agreements for a fixed number of working days a year in most of the Group’s companies (EDF, Enedis, PEI, Sowee, etc.), which have been signed by almost all managers, the EDF group, as part of the CAP 2030 transformation project, has implemented work organisation policies addressing the challenges of simplification, empowerment and innovation: for EDF, a teleworking agreement was signed for all employees along with an ■ agreement on the organisation of work implementing collective projects for the operation of each work team; EDF is also experimenting with remote working solutions, such as the Welcome ■ Project and My Local Job, to break down the barriers to mobility and achieve a good work-life balance; team empowerment schemes (Opale) have been introduced to give teams the ■ ability to show initiative and take decisions, in order to improve commitment and performance levels. 200 teams were involved in these schemes at the end of 2019.

Percentage of employees who attended a training during the year

100

83% 84%

80%

75%

80

60

40

20

0

Target

2019

2018

2017

Key non-financial performance indicator (see concordance table with the non-financial performance statement in section 8.5.4). The scope and methodology of this indicator are set out in section 3.4 "Indicators and methodology". This indicator refers to key stake no. 11 “Company’s attractiveness" described in section 3.6.2 "Description of key stakes in the materiality matrix ". In addition to the range of training courses offered and their accessibility, the Group invests in the design and dissemination of practices designed to improve learning methods and processes. Several experiments in the form of employee-manager expression groups have validated a reproducible methodology, designed to measure the effectiveness of training through the learning capacity of the organisations (“the learning company”), thus becoming the matrix for reinforcing the knowledge and skills acquired, over and above the individual benefits. The combination of training and professionalisation initiatives (transformation of acquired knowledge into proven skills, in the actual setting of the professional activity), reinforces the impact of the initiatives and the educational effectiveness. The Group has successfully launched an internal work-study training scheme to boost internal mobility, involving re-professionalisation and retraining, called “IT Pilot”, designed to train employees for emerging professions, such as data analysts in this specific case. These schemes will be further developed in 2020. Support for the management of long-term career paths is provided at various stages of an employee’s career, and is enhanced, for example, by the implementation of mobility e-forums, open to all employees, which showcase regional opportunities for jobs and mobility. The number of inter-departmental transfers is on the rise and this confirms the effectiveness of the support schemes implemented: two thirds of those transfers involved a change in professional category. In addition, under the “Sustainable Mobility”  (1) agreement signed on 12 November 2019: a mobility plan will be produced for all the Group’s major sites, the impact on mobility will be addressed when planning changes to the location of activities, the staggering of arrival and departure times will be encouraged, the development of regular and occasional teleworking will be continued, the Welcome service will be developed, allowing employees to work at another Group site closer to their home, the development of teleconferencing will be encouraged. Improving the “social elevator” With regard to its career accelerator schemes, the promotional training courses continue to promote the internal “social elevator” as do the promotional training courses leading to qualifications. The most widely used scheme remains support for moving up to the next professional category, mainly the transition to management positions. The reinforced support system for employees at expert level promoted to management by managerial decision allows them to obtain RNCP (National Register of Professional Certifications) level II certification that they can apply during the course of their career. As part of its commitment to

(1) This agreement applies to subsidiaries having their registered office in France (excluding RTE and Enedis).

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EDF | Universal registration document 2019