EDF_REGISTRATION_DOCUMENT_2017

ENVIRONMENTAL AND SOCIETAL INFORMATION − HUMAN RESOURCES Pay close attention to our co-workers and make our internal transformations a success

Finally, efforts to optimise relations with higher education and research institutions have helped to prioritise actions aimed at major engineering schools and universities and organised with support from the network of approximately 1,400 “EDF Graduates Network” ambassadors. The HE&R (Higher Education & Research) Committee has approved the renewal or creation of 17 partnerships with schools and universities since the start of 2017. In more general terms, the Company continues to reform its recruitment process in order to adapt to current and future priorities: continuation of the internal sourcing offering, which has been a great success for ■ the various entities and makes it possible to source skills internally for all of the Group’s departments in France (EDF SA 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; overhaul of the external recruitment process, bringing sourcing back in-house, ■ diversification of candidate search channels and setting up of flexible and rapid mechanisms against a backdrop of applications volatility. In this way the recruitment process is firmly back within the remit of HR processes, in connection with Occupational and Skill Forecasting; preparation of sector-wide negotiations on compensation for new recruits to be ■ more attractive, especially to high-level technicians (particularly those with three years of higher education who are almost excluded from our recruitment in the wake of the Bologna agreement which aims to do away with the level equivalent to two years of higher education) and candidates with significant professional experience, and to better integrate young engineers. Organised and enhanced welcome and integration, appreciated by new employees In a context of skills renewal, EDF group massively recruited over the last few years. Nearly 9,398 new co-workers joined the Group in 2017. The Group’s progressive welcome programme lasts three years. It firstly focuses, over the first year, on local integration into the unit. Integration then continues, in the second year, at national level, then at business line level or within the Company, with access to specific training where applicable. For management staff, integration at the international level completes the programme with the “2days2gether” event. All newly-hired employees, regardless of their category and business line, were also given a digital application to help them acquire an overall understanding of the energy sector in a fun way, better understand the Group’s workings, learn key figures and concepts and develop a network of contacts beyond just their own geographical site. Skill development: preparing for the 3.6.1.3 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 2017, the Group allocated a budget of €617 million to training its employees.

In this context, 2017 was marked by the implementation of several key transformations in the field of training: the 28 October 2016 EDF SA collective agreement for Skills for the period ■ 2017-2019 has been deployed. For the first time at EDF, this agreement covers a wide remit that includes occupational and skill forecasting, mobility, career paths, training, work-study programmes, and the generational contract. It promotes different skill development methods at the initiative of the employer and of the individual, with an innovative boost to Personal Training Account (CPF) contributions, if the training is for certification in a priority area for the Company or employees whose their CPF belong to a priority training category (low-qualification employees, disabled employees, employees involved in promotional training, employees with little training etc.). The agreement also strengthens the quality of training, better assessing its impact and encouraging diversification of learning methods, in particular through the digitisation of training; more than ever, the year has been marked by the way training has been used to ■ serve mobility priorities at the Group level. Against the backdrop of intensifying competition and a situation in which the energy transition and process digitisation will have consequences for jobs, EDF is increasing its support for redeployment of sites and jobs and re-training programmes. The skills academies play an essential role in this since they are responsible for the content of redeployment and retraining courses, which are financed by funds from the professional branch whenever this is possible; 2017 was also marked by the continued deployment of the November 2015 ■ Group “skills development and training” Policy, particularly the training quality section. The internal training bodies of the various Group entities 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 both Enedis and EDF SA, the training bodies are completing their accreditation in Data Dock, a training quality accreditation system; the Saclay Group campus, opened in August 2016, continued to increase its ■ importance in 2017. 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 reflection (dynamic co-working creativity space, educational innovation area open to all trainers, etc.). This campus joins Cannington Court, inaugurated in 2015 by EDF Energy near the future Hinkley Point C EPR, and the Lomme campus, managed by Dalkia and focused on energy services; 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.). These schemes are aimed at not only Group employees but also a growing share of its sub-contractors; skills Academies, which are still responsible for adapting and optimising the ■ training provided by the Group, continue to develop. 2017 was marked by the creation of the “academy for all”, the newest addition to the other 16 academies. Its objective is to help EDF group employees improve professional skills in areas outside the core business. It provides a solution to employees’ training demands and objectives throughout their careers, with the development or acquisition of transferable skills (communication, quality of life in the workplace, risk prevention, safety and quality, digital, personal development etc.). This academy structure was extended to the United Kingdom starting in 2016 and continues its development with EDF Energy now managing 8 academies. EDF has undertaken a sizable project to overhaul its Human Resources Information system (HRIS), which will continue in 2018. Its objectives include stronger training management, more flexibility in the management of the training process, and better report quality.

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EDF I Reference Document 2017