EDF_REGISTRATION_DOCUMENT_2017

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

Ionising radiation Work by field operatives has enabled continuous improvement of performance in terms of protection of employees against the effects of ionising radiation. In France, the average annual individual dose of all the workers, employees of EDF and external companies, working on reactors was halved in less than ten years; in the United Kingdom, there was the same reduction, mainly thanks to optimised governance of maintenance and repair work. In France as in the United Kingdom, in 2017 and since 2003, no workers, employees or service providers exceeded the regulatory threshold (individual dose over 12 sliding months). In France, in 2017, the average collective dose is 0.61mSv (man-Sievert) by reactor (0.76 and 0.71mSv by reactor in 2016 and 2015). This result is the fruit of the optimisation of sites and activities, especially of the radiological cleanliness of premises and circuits. In the United Kingdom, in 2017, the average collective dose was 0.3mSv for the EPR reactor and 0.02mSv per reactor for advanced gas reactors. EDF is proactively implementing an ALARA (As Low as Reasonably Achievable) policy to limit the collective dose to take account of the workload involved in the industrial project on the fleet in operation over the coming years. Efforts must be continued to implement the ALARA procedure on the ground in the years to come, and also in terms of the radiological cleanliness of circuits and premises to bring us up to the levels of the best operators. We must also continue efforts to control and reduce doses in the most exposed professions. Making health at work a subject of 3.6.2.2 social dialogue Within the Group, there is social dialogue on health at work at three levels: European level (presentation of the actions taken during the year to the ■ European Works Council’s Health & Safety workgroup); at Group France level (with the presentation of the year’s key issues and figures ■ to the France Group Committee); and at EDF level, with a national health at work group issuing recommendations on ■ four themes: prevention of asbestos risk, impact of business line developments on medical teams, development of a health at work action plan and communication on health at work. In 2015, the Group’s new strategic objectives, set via the CAP 2030 programme, were presented to the EDF group’s different bodies (EDF CWC, European Works Council and France Group Committee). In 2016, joint work on health and safety was carried out with the European Works Council and a progress report on the strategic health and safety objectives was presented to all the bodies. Providing the conditions for well-being: 3.6.2.3 organisation and quality of working life Quality of working life Quality of working life covers the organisation of work, relations at work, professional development, working environments and work-life balance. It is a factor in the joint improvement of the health of employees and the performance of organisations. Programmes have been implemented in the main companies of the Group, for example, “wellness@work” at Edison, “well-being” at EDF Energy, a partnership with ANACT (national agency for the improvement of working conditions) and the manager of the Enedis network, and teleworking experiments at EDF EN and EDISON, while EDF SA continues to deploy three agreements signed in 2016 on the working time of managers, teleworking and the organisation of work. Each of them provides innovations in terms of quality of working life in line the “simplicity, accountability, innovation” part of the Group’s Human Ambition project: more than 25,000 managers are covered by the agreement on working time and benefit from provisions that give them more autonomy in the organisation of their activities

(including occasional teleworking); furthermore, teleworking is now open to more than 25,000 employees, over 4,870 of whom had signed an agreement to that effect at the end of 2017 (i.e. over 19% of employees whose activities are eligible for teleworking and over 7% of the workforce). Finally, the terms and conditions for the right to disconnect are defined under the agreement on organisation of work. In 2017, the development of more collaborative working methods accelerated with the start of a France Group community of facilitators and the multiplication of areas and mechanisms to fast-track projects and implement new ways of working within the various Group entities and companies. The body to monitor the quality of working life met for the first time in 2017. This makes it possible to identify best practices in terms of organisation of work but also prevention of psycho-social risks (PSR). Specifically regarding the prevention of PSR at EDF SA and in addition to the body to monitor the quality of working life, primary preventive actions are being implemented (study of the socio-organisational and human impact of reorganisation, team projects to reduce travel, right to disconnect, etc.) and the multi-disciplinary groups (MDGs) created in 2010 by a collective agreement on the quality of working life are a local resource. In addition, resources to help support these initiatives and training and digital resources are made available to all management Enedis has also put in place an MDG programme and is developing specific change management tools. As regards secondary and tertiary prevention, 2017 saw the renewal of internal and external skills to support management or employees, such as anonymous a freephone “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. In 2016, a category-wide agreement regarding the organisation of managers’ working time at EDF SA was signed. 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 2017, 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 SA’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 SA, 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.

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EDF I Reference Document 2017