EDF / 2020 Universal Registration Document

3 NON-FINANCIAL PERFORMANCE Responsible development

A data-responsible company 3.4.4 The digital boom raises many issues of responsibility, both as regards the planet and individuals, including the most vulnerable and least connected. The two transitions, digital and energy, provide a good opportunity to rethink our use of digital technology, not to limit its development but to control it and use it as a driver for innovation and to design services reducing the carbon footprint. Infrastructure and data security is a prerequisite for a responsible digital development within the EDF group. The Group is therefore committed to the security of information systems and tangible and intangible assets, both in terms of the technical expertise and systems required and the conduct of users, addressed through all types of awareness-raising initiatives. The Group is committed to a responsible digital transformation, reducing the carbon footprint of both the Group and its customers (billing, platforms and consulting, etc.). It also strives to improve the accessibility of information (open data), with a view to innovation and inclusion. Digital security 3.4.4.1 Infrastructure and data security is the main prerequisite for a responsible digital development within the EDF group. These requirements are set out in Group policies safeguarding the security of information systems and tangible and intangible assets. This matter is also covered in awareness-raising activities. “Information Systems Security” policy 3.4.4.1.1 The Information Systems Security Policy aims to guarantee the protection of information systems, which are essential to the management of the Company’s assets, as well as enabling business lines to seize Digital opportunities. This policy is designed to help ensure the success of the Group’s industrial projects. “Security of Assets” policy 3.4.4.1.2 The Security of Assets Group policy sets out the principles, rules and organisation designed to detect threats, prevent risks of malicious acts liable to damage the Group’s assets and limit their consequences. This policy is based on a comprehensive approach that aims to protect people and the Group’s tangible as well as intangible assets. “Data management” policy 3.4.4.1.3 In addition, the Group has adopted a “data management” policy to enhance the value of data and organise its governance as a major strategic asset, with a view to sharing it and identifying its added value. This is a strategic priority for the Group, identified in the CAP 2030 project, focusing on the creation of new services. The data management policy distributed and applied within the Group introduces the core principles, the requirements and the recommendations made to management to meet this aim. This policy restores the balance between defensive protective guidelines (Information Systems security, assets to be protected against malicious attacks), regulatory or legal guidelines (personal data protection) and a proactive approach to value creation, striving to produce new knowledge. Assimilation and cybersecurity passport 3.4.4.1.4 In addition to the adoption of these policies, EDF has implemented assimilation and awareness-raising initiatives on cybersecurity and privacy (1) , designed to provide information about the measures taken by the Group to identify and prevent risks and the potential impact of any failings. Several levels of action are superimposed for different audiences and business lines: the “cybersecurity passport”, teaching users about good practice in terms of ● cybersecurity and information protection. It is mandatory for managers of EDF SA entities and will become mandatory in 2021 for foreign subsidiaries. The success rate is one of the key indicators regularly monitored by the Group’s cyber department and is published in the Group’s cybersecurity dashboard;

The redeployment process for employees at the Cottam site in the UK, carried out as part of an on-going consultation process, includes, for example, redeployment and support measures for employees agreeing to work in the nuclear generation or renewable energy sectors. Additionally, an extensive communication and support plan for the area has been launched for the local communities of the relevant districts, in particular the councils of the county of Bassetlaw and Nottinghamshire. Declining departments have been supported through a specific project called My Job, designed to enhance the visibility of pools of qualified employees and solidarity between departments for EDF. In 2020, more than 500 employees found a job in line with the Group’s needs and more than 2,200 employees have been redeployed since 2018 to support the transformation of the Group. In order to break down the barriers to mobility, a major project involving all divisions and regions has been implemented to simplify processes, for example, making easier for employees to apply for certain jobs in faraway locations without having to relocate (My Local Job), or to facilitate discussions of financial (the before and after financial assessment) and non financial issues (arrival conditions). Additionally, in the second half of 2020, the Group increased the number of regional e-forums organised, to give all employees with a functional or geographical mobility project a clear picture of the internal job market. The EDF group also set up “EDF Impulsion” in 2020. This team of top managers seeking internal job opportunities uses its skills for the Group’s business lines, to perform operational assignments. The fifteen or so managerial consultants appointed in 2020 have already completed more than 23 assignments. EDF Impulsion also provides specific, targeted support for each team member, to help them find a job matching their aspirations and the Group’s needs within 18 months. The EDF group implements a proactive approach to the mobility of its employees, through two main areas of priority: Employee career paths and employability ● In 2020, 91% of vacancies were filled internally. The re-insourcing of external sourcing and the use of agile methods delivered impressive results in 2019 as regards recruitment quality. 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). This method also respects the Group’s employment strategy, which gives priority to internal mobility and redeployment over external recruitment; Transparency and fluidity of the internal job market ● A Group Information System on Mobility/Recruitment was set up in 2020, boosting the visibility of the internal job market for all employees. Likewise, the “RéGlo” seminars initiated in 2019 were continued over the first quarter of 2020. These seminars targeted HR staff to help them recruit and support Group mobility by explaining the wide range of regulatory aspects within the Group and will be replaced by a MOOC, early 2021, for HR and managerial staff. Furthermore, in order to meet its needs for specific skills for the upcoming years, the EDF group introduced a scheme in 2019 for internal work-study programmes for employees undergoing retraining for positions that meet the Group’s future human resources needs. 30 employees following work-study programmes were awarded a data analyst qualification, following a training course designed with Global Knowledge. Continuing on from the success of this practice, other training courses have been set up, to allow employees wishing to retrain, in departments with declining activity levels, to follow an internal training course for in-demand jobs: planners, renewable energy producer managers, business or preparation managers in the field of boilerwork and maintenance agents and technicians in the field of plumbing. New courses designed in 2020 will be launched in the first quarter of 2021 (accountants, data scientists).

(1) Further information about personal data protection can be found in section 3.3.2.2.6.

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EDF - UNIVERSAL REGISTRATION DOCUMENT 2020