3.2.1.1.10 Involving employees and directors in the fight against climate change

The fight against climate change is part and parcel of EDF group’s identity as a low-carbon energy leader. To pursue this goal with all its employees and managers, EDF group organises initiatives in three areas: pay, training⁽¹⁾, and innovation.

Pay

For employee pay, the profit-sharing agreement entered into by EDF in 2016 for the 2017-2019 period includes a carbon footprint-reducing criterion, accounting for 20% of each employee’s profit-sharing, with two targets: cutting hardcopy print-outs by 15% per year and increasing remote meetings by 30% per year. In 2019, the hardcopy print-out target was exceeded, with a drop of 18.2% compared to the previous year, while the increased Lync meeting target was almost achieved (28% more than in the previous year).

As regards managers⁽²⁾, 10% of the variable part of their remuneration (which represents up to 40% of their salary) is indexed to the availability of the nuclear fleet, and therefore to the carbon content of the electricity produced, which does not generate direct CO₂ emissions. A criterion directly linked to carbon and applying to all executives should be introduced in 2020.

Training

EDF group encourages all its employees, at all levels, to receive training on climate and energy issues. The “New energy world” and “Energy strategic business” courses provide training for high-potential executives and Group senior managers relating to the major climate issues and their implications for the electricity industry (70 managers trained in 2019). Learning expeditions are organised for the Group’s senior managers (approximately 80 managers per year) to discuss approaches to climate and resource management issues with other managers and members of civil society.

Innovation and collective intelligence

EDF group undertakes to enable each employee to become active in the fight against climate change and contribute to defining the Group’s broad orientations in this area.

The internal “Let’s talk Energy” dialogues organised since 2017 have brought together 25,000 employees in workshops devoted to climate change, low-carbon energy, and the energy transition. “Let’s talk Energy” led to a “Combating CO₂” programme, offering all employees in France the opportunity to become ambassadors for the energy transition by committing to better control of their domestic energy use and reducing their carbon footprint.

The “Y project” involves 30 employees aged under 35 each year. Their goal is to accelerate EDF’s transformation, using digital technology as leverage, to challenge traditional practices. Employees enjoy extensive freedom to implement practical initiatives. In 2019, employees were able to help define the Group’s mission statement. The climate, protecting the environment, and the general interest were all widely-mentioned topics. Each year, the “EDF Pulse Interne” Prize, first launched in 2014, identifies and rewards innovative projects conducted by teams of employees in the Group based on topics such as low-carbon production and the transformation of the Group.

3.2.1.2 EDF, a company committed to the development of renewable energy

EDF is firmly committed to the development of renewable energy. A recent study by EI New Energy ranks EDF as one of the top 10 “green” players in the world and one of the five most dynamic European players in renewable energy development.⁽³⁾ For details of this development, see section 1.3.3.3 “Very low-carbon production: nuclear and renewable energies”.

EDF, a leader in low-carbon energy

Net installed renewable electrical generation capacities (GW)

• Target 2030: 50 GW
• 2019: 32 GW
• 2018: 33 GW
• 2017: 32 GW

Key non-financial performance indicator (see concordance table with the non-financial performance statement in section 8.5.4). For the scope and method used for this indicator, see section 3.4 “Indicators and methodology”. This indicator refers to key stake no. 2 “Renewal, extension and performance of the energy mix aimed at decarbonisation” described in section 3.6.2 “Description of key stakes in the materiality matrix”.

3.2.2 EDF, a company standing shoulder to shoulder with its customers (CSRG no. 4)

EDF’s commitment (CSRG no. 4) aims to support the energy transition of our customers with offers that are adapted to various markets (residential, business, cities and regions) and more broadly that of all energy consumers by developing electric mobility and by implementing storage solutions and intelligent networks. The digital revolution opens up new prospects in this area, offering customers the possibility of being more actively involved in their consumption and indeed the production of energy, controlling their energy consumption, and limiting their CO₂ emissions. The increasing use of electricity fosters the development of new, more effective offerings, most notably smart meters allowing more accurate and detailed analysis of consumption. This trend seems bound to intensify as technology continues to evolve.

The indicator used for CSRG no. 4 concerns customer visits on digital consumption monitoring platforms, which stood at over 47 million in France in 2019.

3.2.2.1 EDF, a company committed to better energy use by each customer

The quality of customer relations is a priority for EDF. While digital solutions offer simplicity and seamlessness, human contact is clearly vital at certain key times in the customer experience. With this in mind, 100% of customer advisers are based in France, in some 50 call centres located throughout the country.

(1) See section 3.1.3.3.5 “Sustainable Development Training and Awareness-Raising”.
(2) These are the generation managers in France (EDF SA) and the United Kingdom (EDF Energy).
(3) Energy Intelligence, Green utilities report, 2019.