EDF’s subcontracting policy focuses on three major themes:
| Providing visibility |
Providing service providers with visibility and having long-term supply. |
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| Improving subcontractor practice |
Helping the Group improve its sub-contracting practices by defining criteria to support decision-making in terms of strategy, economics, skills and social. |
| Promoting responsible subcontracting practices |
Developing socially-responsible sub-contracting practices, through the new Group CSR agreement on 19 June 2018, as well as the agreement on “Socially-Responsible Subcontracting” signed on 19 October 2006. |
| Vigilance |
The Group may be required to use subcontractors with employees under contracts drawn up in a country other than the one in which it operates. In this case, particular attention is paid to human rights, working conditions, housing conditions and employee health and safety. |
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| Risk mapping |
The EDF group implements a compliance plan, including a map of the risks identified in relation to its suppliers and subcontractors, a risk assessment, and the risk mitigation measures taken. |
| Strategic analysis |
The decision to outsource or backsource activities in this areas is based on a strategic analysis for each industrial policy segment. The analysis takes into account criteria such as the need for the Company to master strategic skills (core businesses etc.) and variations in workload and the flexibility needed to address them. |
| Monitoring |
CSR Agreement commitments are monitored by the global CSR Committee. For EDF, a Committee to monitor the socially responsible subcontracting agreement, made up of signatory trade union organisations, meets twice a year. |
| Progress charter |
The improvement measures launched in 2015, reflected in the Progress Charter signed in June 2016 between EDF and the Professional Organisations representing the Group’s subcontractors, continued in 2020 and provided for in particular support for subcontractors, in place since 2017, will continue at the Flamanville 3 work site, with a view to reducing the workload. |
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| 9-year workload visibility |
In the nuclear field, EDF gave industrial operators an idea of their workload over the next nine years, at the Journée Perspectives France organised by the Groupement des industriels français de l’énergie nucléaire (Grouping of French industrial operators in the nuclear power sector or GIFEN). |
| Supplier relations barometer |
EDF launched its first Supplier Relationship survey in September (144 suppliers surveyed) to compile information about their points of view and obtain feedback. The results support the action taken in terms of contractual improvements and the extended enterprise model. Among the points of satisfaction, suppliers are very happy with the working conditions at EDF sites, in terms of safety (97% stated that their employees work in optimal safety conditions), their treatment (91% stated that they were treated well) and health (89% stated that they received appropriate health monitoring). |
| Open source |
In 2021, the Company continued to implement its industrial strategy for IT as regards subcontracting:
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| External providers |
In an increasingly competitive context, the Sales Division continued to use outsourcing to deal with variations in workload and cover extended hours. These external centres are also located within metropolitan France (see section 3.4.2.1.4 “Focus on the customer service lines of business”). |
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| AFNOR regulation and certification |
External providers are chosen and accredited for customer relations and sales development (Engagé RSE Afnor label). |
