Universal Registration Document 2022

3.3.3.6.6.2 Environmental & societal (E&S) syllabus

In 2022, 25 executives who were already experienced in CSR inaugurated the new “Environment and Society” training syllabus, aimed at enhancing and rendering uniform the Group’s CSR skills. The syllabus is organised around four key themes: CSR fundamentals, relations with stakeholders, Environmental and Societal impacts, and communication including the use of social networks. Comprising 17 modules spread over 6 months, amounting to more than 50 Group experts, and it counts on collective intelligence and experience sharing.

A second intake of 26 employees began training at end September 2022.

3.3.3.6.7 Developing a culture of innovation: the EDF Pulse ecosystem

The Company wishes to develop a culture of innovation in-house in order to support its development and transformation in line with its performance needs, the expectations of its employees and customers, and societal changes.

The internal innovation dynamic is structured around the “EDF Pulse” ecosystem, which relies on several levers:

• the EDF Pulse programmes, a set of support mechanisms to help all innovators grow;
• the EDF Pulse awards, a competition started in 2014 to promote “the women and men who are creating and inventing tomorrow’s world today”, with a section for external startups and a section for internal efforts;
• the EDF Pulse community, a network for developing and disseminating best practices in innovation within the Group.

3.3.3.7 Remuneration

Global remuneration is a key component in recognising the contribution of every staff member to the Group’s performance. It contributes to employee engagement, increases the loyalty of talent and adds to the Group’s attractiveness.

The policy of remuneration and employee benefits updated at 20 June 2022 defines the principles underpinning the companies of the Group including EDF.

This policy incorporates the following:

• the main remuneration;
• the variable remuneration (individual and collective including employee profit sharing and employee shareholdings);
• additional remuneration;
• employee savings;
• employee shareholding;
• employee benefits (health mutual, death and disability insurance, housing, etc.);
• other benefits (adjusted working arrangements and working time, etc.).

It is based on appropriate governance, based on:

An annual review conducted by the Group HRD, and harmonised for EDF and the top-ranking subsidiaries (currently Enedis, Luminus, Edison, Framatome, Dalkia, EDF Renewables, EDF Trading, and EDF China). Top-ranking subsidiaries are monitored within their parent company and the second ranking subsidiaries are monitored by the top-ranking subsidiaries.

3.3.3.7.1 Fair and competitive global remuneration

Global remuneration is a key component fostering the contribution of every staff member to the Group’s performance. Accordingly, the Group is committed to offering its employees fair and competitive remuneration, while also paying great attention to the level of social welfare it proposes, particularly in terms of cover against the major risks of life.

Global remuneration policy:

• covers all employees of the main companies controlled by the Group. The Group’s main companies’ remuneration and social welfare systems are reviewed on the basis of this policy;
• is guided by four main principles:
  • competitiveness with the external market,
  • internal equity and consistency,
  • financial sustainability,
  • readability for employees and managers.

It is based on fixed remuneration and individual and/or collective variable remuneration which serves to recognise the achievement of objectives, connected to the companies’ economic results. This policy must also ensure consistency in the level of job remuneration with the market, taking into account all the benefits conferred upon employees.

The priority is to establish a direct and visible link between the employee’s contribution and the related remuneration. The managers and the HR business segment are responsible for implementing these principles, including allowing for differentiation in order to provide individualised support, adhering to a defined framework.

The Group’s companies guarantee both the meeting of the minimum legal or professional requirements in each country, and the absence of discrimination.

The Group companies communicate on their remuneration rules and systems, ensuring maximum transparency and adhering to the principles set out. Each EDF group employee must have visibility on his/her total compensation. The manager, with the HR function, is their prime contact. The annual career assessment interviews provide a key opportunity for exchanging on this topic.

EDF is reaffirming its priorities in terms of recognition and has updated its policies by:

• improving the integration of recognition into its managerial practices and processes;
• strengthening the direct, unbiased and obvious link between personal contribution (performance, ability to adapt and take the initiative), professional development and financial recognition; and
• developing variable remuneration schemes, linked to the Company’s financial performance, to recognise through differentiation.

To meet the challenges of employee and manager recognition, the project to modernise the pay classification system for the Electricity and Gas Industries branch was carried out throughout 2022. For total gross remuneration, please refer to the note on employee expenses.

The employees taken into account for the calculation of the above ratios are all the full-time equivalent employees of EDF in France, continuously present over the year 2022, numbering approximately 60,000 employees, which represents all of EDF’s employees in France and nearly 50% of the Group’s employees in France. Salaries of the EDF employees concerned include the fixed salary, the variable portion and all bonuses, including those related to the status of the IEGs, as well as any benefits in kind. See also section 4.6.1.1 “Remuneration policy applicable to the Chairman and Chief Executive Officer”.