EDF, a company with a responsible attitude to its employees

Percentage of employees who attended a training during the year

• Target: 75%
• 2019: 80%
• 2018: 83%
• 2017: 84%

Key non-financial performance indicator (see concordance table with the non-financial performance statement in section 8.5.4). The scope and methodology of this indicator are set out in section 3.4 "Indicators and methodology". This indicator refers to key stake no. 11 “Company’s attractiveness" described in section 3.6.2 "Description of key stakes in the materiality matrix ".

In addition to the range of training courses offered and their accessibility, theGroup invests in the design and dissemination of practices designed to improvelearning methods and processes. Several experiments in the form ofemployee-manager expression groups have validated a reproducible methodology,designed to measure the effectiveness of training through the learning capacity ofthe organisations (“the learning company”), thus becoming the matrix forreinforcing the knowledge and skills acquired, over and above the individualbenefits. The combination of training and professionalisation initiatives(transformation of acquired knowledge into proven skills, in the actual setting ofthe professional activity), reinforces the impact of the initiatives and theeducational effectiveness.

The Group has successfully launched an internal work-study training scheme toboost internal mobility, involving re-professionalisation and retraining, called “ITPilot”, designed to train employees for emerging professions, such as data analystsin this specific case. These schemes will be further developed in 2020. Support forthe management of long-term career paths is provided at various stages of anemployee’s career, and is enhanced, for example, by the implementation ofmobility e-forums, open to all employees, which showcase regional opportunitiesfor jobs and mobility. The number of inter-departmental transfers is on the rise andthis confirms the effectiveness of the support schemes implemented: two thirds ofthose transfers involved a change in professional category.

In addition, under the “Sustainable Mobility”⁽¹⁾ agreement signed on12 November 2019: a mobility plan will be produced for all the Group’s majorsites, the impact on mobility will be addressed when planning changes to thelocation of activities, the staggering of arrival and departure times will beencouraged, the development of regular and occasional teleworking will becontinued, the Welcome service will be developed, allowing employees to work atanother Group site closer to their home, the development of teleconferencing willbe encouraged.

Improving the “social elevator”

With regard to its career accelerator schemes, the promotional training coursescontinue to promote the internal “social elevator” as do the promotional trainingcourses leading to qualifications. The most widely used scheme remains supportfor moving up to the next professional category, mainly the transition tomanagement positions. The reinforced support system for employees at expertlevel promoted to management by managerial decision allows them to obtainRNCP (National Register of Professional Certifications) level II certification thatthey can apply during the course of their career. As part of its commitment toimproving occupational integration, the Group continues its efforts andcommitment to work-study programmes, which is reflected in a proactive policy ofhiring work-study students, providing business start-up assistance for work-studystudents with a project and providing systematic and revised training forwork-study tutors (see also section 3.3.3.1.1).

Group talent management

The Talents policy, implemented at the level of the EDF group, describes theprinciples and criteria for identifying and validating employees with the potential,in the long and short term, for executive level responsibilities while respecting themanagement independence of network managers. Under this policy,high-potential employees should be identified at an early stage to prepare themand monitor them in the long term, with a high level of involvement from allexecutives at various stages. Regular assessments (junior/senior) are conducted todetect the talent and future leaders of tomorrow. These assessments are based ona single leadership model for all Group companies. Since 2018, Talents 2.0 hasimproved the process used to detect new talent. Employees can identifythemselves directly through a series of online tests which then lead to anassessment.

GMU (Group Management University)

The GMU was created in 2010 to improve performance and support thedevelopment of EDF group managers and executives throughout their careers.Acting at the very heart of the transformations, the GMU develops managerialtraining schemes, prepares the “Group Talent” for executive responsibilities andensures the professionalisation and development of the executives in officethrough a specially adapted curriculum. The GMU designs and providesprogrammes and training courses that help create and disseminate a commonculture at Group level based on EDF’s historical know-how and skills, andinnovative practices in the field of management and leadership. The GMU is alsodeveloping partnerships with the best academic institutions worldwide, selectedfollowing tenders. The GMU’s programmes combine a demand for quality andopenness to change with a capacity to adapt to the Company’s internalchallenges. The GMU is responsible for implementing the model of leadership skillswithin the Company, multiplying its deployment through its programmes so as toencourage a shared, rapid appropriation of the main issues to pave the way for thefuture.

3.3.3.1.2 Organisation and working hours

In order to meet the needs relating to each company’s business and particularly toensure continuous operation, the Group’s employees may be required to provide acontinuous 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 companiesbased in France, the duration of the working week in France is 35 hours withdepartments operating over a minimum of 5 days.

Group entities are seeking to modernise the organisation of working time topromote employee agility and empowerment. Following the implementation ofagreements for a fixed number of working days a year in most of the Group’scompanies (EDF, Enedis, PEI, Sowee, etc.), which have been signed by almost allmanagers, the EDF group, as part of the CAP 2030 transformation project, hasimplemented work organisation policies addressing the challenges ofsimplification, empowerment and innovation:

• for EDF, a teleworking agreement was signed for all employees along with anagreement on the organisation of work implementing collective projects for theoperation of each work team;
• EDF is also experimenting with remote working solutions, such as the WelcomeProject and My Local Job, to break down the barriers to mobility and achieve agood work-life balance;
• team empowerment schemes (Opale) have been introduced to give teams theability to show initiative and take decisions, in order to improve commitmentand performance levels. 200 teams were involved in these schemes at the endof 2019.
  
  

(1) This agreement applies to subsidiaries having their registered office in France (excluding RTE and Enedis).