Universal Registration Document 2021

Amongst other initiatives, 2019 saw the creation of an in-house academy devoted to training and supporting employees in transitioning to new digital jobs. In 2020, the usage centre accelerated the rollout of digital resources and practices. It is continuing its action to enhance collaboration across the Company and facilitate current remote working arrangements.

The Group continues to digitise its processes, for example by the widespread rollout of the electronic signature and by automating certain tasks (RPA ⁽¹⁾). The Group engages with technological innovations through multi-business-line teams tasked with cross-functional subjects such as Artificial Intelligence, blockchain, the Internet of Things (IoT), edge computing, quantum computing and 5G.

In 2018 the Group adopted a data management policy and set up a “data analytics” plant for nuclear, thermal and renewable electricity generation, with spooling of expertise. A second plant has been set up for tertiary data (real estate, purchasing, etc.). In 2020, the Group adopted an AI Ambition to speed up its progress in this field and structure a policy for responsible use of Artificial Intelligence. On the occasion of its innovation showcase event “Electric Days”, ED Falso unveiled an open data platform.

EDF’s commitment was embodied by the signature of a Responsible Digital charter created by Institut du Responsible digitalisation (the French Institute for Responsible Digital Technology) and, in 2021, EDF obtained the Responsible digitalization (Responsible Digital) label that is backed by the Ministry of Ecological Transition.

EDF group is also a founder member of Gaia-X ⁽²⁾, an initiative to promote the emergence of a European trusted cloud. It maintained its position on the Board of Directors of this association, and is an active example of the concept of Label de Confiance, as well as “Data Space Energy”, a trusted ecosystem for promoting stronger availability and sharing of energy sector data.

Performance improvement has always been a priority for the Group. The current economic and financial context further increases the urge for such improvement. The Group is strengthening control of its costs to bring them into line with its environment. The approach is adjusted depending on the scopes involved (Support Divisions, operating entities, etc.) and has already produced results in terms of reduction of operating expenses, optimisation of the working capital requirement and improved management (cash-based management, project management team, cyber-security management, etc.), with the aim of enhancing the competitiveness of support activities and providing the business lines with performance levers.

In the nuclear sector, 2020 and 2021 were marked by the rollout and progress of the “excel plan”, which seeks to enhance the industrial quality, expertise and governance of major nuclear projects (see section 1.4.1.1.1 “The excell plan”).

1.4 Description of the Group’s activities

1.4.1 Electricity generation activity

Against a backdrop in which there will be more electricity usages, the Group has one of the largest power generation fleets in the world, with some of the lowest CO₂ emissions, thanks to the share of nuclear and renewable energy in its energy mix. The Group intends to greatly accelerate the development of renewable energy in France and worldwide, with the goal of achieving 60 GW net in 2030. The Group is also preparing for the nuclear energy of the future with EPRs and through the development of Small Modular Reactors (SMR).

Strengths of the generation fleet

The Group’s generation fleet has significant strengths:

• a variety of means of a generation, which enable adequate coverage of EDF’s downstream portfolio needs (end users, sales to alternative suppliers, sales on the wholesale markets, etc.). The use of the different components of the assets managed by placing the priority at any time on the resources offering the lowest variable costs;
• a standardised nuclear fleet of 56 reactors in France ⁽³⁾ and 15 reactors in the United Kingdom;
• the construction of EPR-type reactors worldwide and the operation of 2 EPRs in China ⁽⁴⁾ ;
• the control of the entire life cycle of nuclear generation resources: design, operation, and decommissioning;
• the implementation of actions aimed at improving the technical performance of power stations and extending operating lifespan;
• a fleet generating at 91% without CO₂ emissions ⁽⁵⁾(93% at the EU level) due to the predominance of nuclear and hydro-power generation facilities;
• a geographical position at the junction of electricity exchanges between the continental platform and the electric peninsulas (Italy, Spain and the UK).

(1) Robotic process automation.

(2) GAIA-X – European Association for Data and Cloud.

(3) After the permanent shutdown of the two Fessenheim units.

(4) Two EPR reactors are operated in China by TNPJVC.

(5) Direct output-related CO₂ emissions, excluding life-cycle analysis (LCA) of fuel and production means.