The panel of SDGs@Edison stakeholders examined not only the ties between sustainable finance and the energy transition, but also diversity and integration as a competitiveness factor. The Enedis Stakeholder Council looked into proximity and work-study programmes, the Linky meter, and smart grids. The Nuclear & Thermal Fleet Division (DPNT), in conjunction with the Renewable Energy Division, launched “Cercle” (i.e. “circle”), a think tank set up to address new societal expectations about energy autonomy, self-consumption, and decentralised generation. This group, which includes non-profits, academics, journalists and economists, produced an initial analysis, focusing on the current electricity system built around notions of solidarity, interconnection, and power supply security. In 2019, assisted by a “follow-up group” featuring the Company’s managers involved throughout the work process, it produced recommendations to be implemented via the follow-up group. In 2017, EDF and Usbek & Rica magazine created an EDF Council of Future Generations, with the aim of innovating in terms of dialogue with civil society to tackle the sensitive issues at the heart of the energy transition and business transformations. In 2019, the Council’s work was refocused on themes linked to the UN’s Sustainable Development Goals (SDG) with the aim of subsequently facilitating the switch from theory to practice. The Council’s membership was expanded to include new stakeholders committed to CSR: businesses (Atos, CréditAgricole, Daher, LVMH, M6, RATP, Veepee, etc.), politicians, and young people (Usbek & Rica readers). 20+ personalities committed to CSR (researchers; non-profits and NGOs; sociologists; experts; start-ups; etc.) contributed to the Council, which held two sessions in 2019: “Is the ecological transition possible?” and “What inclusive mobility is compatible with the climate emergency? ”.

3.1.1.2 EDF group materiality analysis

A materiality analysis consists of defining what may have a significant impact on a company, its activities and its ability to create value for itself and its stakeholders.The analysis identifies the important and pertinent issues likely to have an impact on the Company’s performance, and ranks them according to their potential impact on the Company and its environment. The methodology governing the materiality analysis are the AA1000 standard regarding the involvement of stakeholders in identifying, understanding and responding to problems and concerns relating to sustainable development, and the GRI 101 standard which covers the quality and content of reporting, in order to respond to stakeholders’ expectations⁽²⁾.

The 2017 analysis was updated for the 2019 URD with help from the Sustainable Development Council and round tables featuring Group managers and experts⁽³⁾. The list of issues was reduced from 35 to 18 “material” issues falling within the scope of CSR. Each of the issues identified is precisely described in section 3.6.2.

Management of radioactive waste and plant decommissioning

• Action to support energy efficiency
• Creating of value shared with stakeholders to benefit territories and employment
• Sustainable cities, innovation and diversification of solutions
• Nuclear safety and safety of industrial infrastructures and data
• Renewal, extension and performance of the energy mix aimed at decarbonisation
• Performance of end customer offers (B2B and B2C)
• Quality of key project management and responsible investment
• Listening, communication, transparency and dialogue
• The circular economy and conservation of biodiversity, water, air, soils and rare resources
• Adaptation of infrastructure and activities to climate change
• Ethics and the duty of care
• Company’s attractiveness
• Energy poverty and access to energy in developing countries
• Equal opportunities
• Existence and effectiveness of company internal whistleblowing systems
• Social Dialogue
• Health and safety of employees and stakeholders
• Key stakes for EDF
• Issues for stakeholders

(1) Led by Enedis.
(2) ISO 26000 and the work of the International Reporting Council (IIRC) follow the same lines.
(3) Following these round tables, the project was presented to the CSR Strategy Committee to take account of observations by members of the Executive Committee and subsidiary managers. The project was then submitted to the Board of Directors Corporate Responsibility Committee, before being approved by the Senior ExecutiveVice-President, Innovation, Strategy, and Corporate Responsibility.