Universal Registration Document 2021

Use of Ecological Transition Contracts (CTE)

The Group uses Ecological Transition Contracts (contrats de transition écologique, CTE) as part of a consultative process bringing together local authorities alongside local NGOs and companies to refocus the local economy around sustainable, job-centred projects.

CleanTechBooster at Aramon	The closure of the Aramon thermal power plant in the Gard department, shut down in 2016, led to the creation of a 5MWp photovoltaic plant and the implementation of a programme to step up the development of startups for the local energy transition, called CleanTechBooster, supported by an ecological transition contract signed with the State. This scheme supports local startups and encourages cooperation with major industrial groups through open innovation projects designed to create new solutions. Ahead of the third support season, the review conducted in July highlighted CleanTechBooster’s function as a development accelerator and noted the practical implementation of four projects, including in the field of self-consumption management systems; these created several dozen jobs locally. The plans for the decommissioning of the thermal power plant, scheduled to take ten years, involved a consideration of how best to involve small local companies in the calls for tenders process and achieve a recovery and recycling rate for the plant’s materials of more than 95%.

CleanTechBooster at Aramon

The closure of the Aramon thermal power plant in the Gard department, shut down in 2016, led to the creation of a 5MWp photovoltaic plant and the implementation of a programme to step up the development of startups for the local energy transition, called CleanTechBooster, supported by an ecological transition contract signed with the State. This scheme supports local startups and encourages cooperation with major industrial groups through open innovation projects designed to create new solutions. Ahead of the third support season, the review conducted in July highlighted CleanTechBooster’s function as a development accelerator and noted the practical implementation of four projects, including in the field of self-consumption management systems; these created several dozen jobs locally. The plans for the decommissioning of the thermal power plant, scheduled to take ten years, involved a consideration of how best to involve small local companies in the calls for tenders process and achieve a recovery and recycling rate for the plant’s materials of more than 95%.

3.4.3.3.2 Declining departments and subsidiaries

Enhanced employee mobility and onboarding measures

Priority given to redeployed employees	All candidate searches must first seek internal solutions, with priority given to redeployed employees; this hinges on solidarity between different entities within the Group and the development of fast-tracking between business lines.
Sandwich-based redeployment courses.	The EDF group has implemented sandwich-based redeployment courses, allowing employees to retrain for positions in line with the Group’s strategic workforce planning priorities. In 2021, 60 employees benefited from this type of course, including 30 in the process of redeployment, for positions such as that of data analyst and maintenance technician. The EDF group has continued to enrich its offering, drawing on lessons learned from previous intakes. ⁽¹⁾
EDF Impulsion	The EDF group has set up EDF Impulsion, an in-house team of high-level internal managers seeking new jobs that makes its skills available to Group business lines by carrying out operational assignments. The 31 manager-consultants recruited between 2020 and 21 have already completed over 70 assignments. EDF Impulsion also provides specific, targeted support for each team member, to help them find a job matching their aspirations and the Group’s needs within 18 months.
My Job	Declining departments have been supported through a specific project called My Job, designed to enhance the visibility of pools of qualified employees and solidarity between departments for EDF.

Mobility and redeployment in 2021

	2021
Employees who found a job in line with the Group’s needs	Employees who found a job in line with the Group’s needs 2021 703
Employees redeployed since 2018 (EDF)	Employees redeployed since 2018 (EDF) 2021 2,993

3.4.3.3.3 Intensifying the mobility dynamic

In 2021, the EDF group initiated the Booster la Mobilité plan: alongside existing mobility schemes and targeted actions, this seeks to overcome other obstacles and further enhance mobility.

The new Booster la mobilité plan

This major initiative brings together all EDF Divisions and subsidiaries, with a series of actions focused on three goals:

Three goals	matching supply and demand for jobs across the Group; redefining financial support for mobility and redeployment programmes; creating and enhancing attractive career paths.

Building on past experience, the plan offers new solutions to encourage mobility in line with the challenges facing the Company.

New solutions	“Modular mobility capital”, “facilitated mobility pack”, “locality discovery” National People Reviews, the aim of which is to have an overview of positions that are hard to fill nationally alongside Group mobility potential beyond regional level, and to facilitate individual mobility between EDF and other entities within the Group.

The Booster la mobilité programme supplements the Group’s existing mobility schemes, making it easier for employees to apply for jobs far from home without needing to move (Mon Job en Proximité); facilitating discussions about financial questions (before/after financial situation) and other issues (relocation); encouraging transparency and fluidity in the internal job market (since 2020, a Group IS scheme devoted to mobility and recruitment has made it easier for all employees to have an overview of the internal job market).

(1) A new course for Enedis project officers was launched in September 2021.