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3.

ENVIRONMENTAL AND SOCIETAL INFORMATION − HUMAN RESOURCES Pay close attention to our co-workers and make our internal transformations a success

by allowing solidarity leave: in 2017, 30 employees benefited from this support in 2017. In the UK, EDF Energy focuses its corporate sponsorship policy on sustainable development and support for local communities. EDF Energy grants employees two days per year to carry out volunteer activities within their local communities, to support schools and charitable or not-for-profit organisations. Employees are also encouraged to raise funds for the Company’s major partner charity, Breast Cancer Now, which contributes to breast cancer research, raising the awareness of

employees and their families, prevention of the disease and support for employees who suffer from it. In Italy, Edison’s sponsorship activities are part of a corporate responsibility strategy to involve employees in volunteering actions. Edison has chosen to focus particularly on the younger generation to promote a sustainable development culture through schools, thanks to projects with major environmental, musical and cinema associations.

PAY CLOSE ATTENTION TO OUR CO-WORKERS AND MAKE OUR 3.6 INTERNAL TRANSFORMATIONS A SUCCESS

3.6.1

PROFESSIONAL EXCELLENCE:

In a changing environment, the human dimension is more than ever at the heart of EDF’s strategic project, a key factor in the Group’s performance. To meet its industrial challenges, EDF must remain a socially-responsible and engaged employer, a leader in terms of the professionalism and involvement of its employees, by developing their skills and the diversity of their profiles. The Group also seeks to set an example in terms of social innovation by promoting a participative approach and making it easier to share good practice, in order to ensure long-term performance. The Human Resources Division has chosen to focus on three areas that specifically reflect its responsible commitment: health & safety, gender equality, and the “social elevator”. Details of these three themes, which form the “Human Development” Corporate Social Responsibility Goals, are in the relevant sections of the Reference Document. Everywhere that the Group operates, the health and safety of its own employees and its sub-contractors’ employees is an absolute priority. Both in France and internationally, EDF, as an integrated Group, acts in accordance with its values, by requiring all its staff to show integrity and respect for fundamental rights. The “Human Ambition”, which is supported by the Group’s CAP 2030 strategy, is based on five fundamental values and implemented through practical measures: developing a digital culture and new ways of working; ■ making people accountable and simplifying working procedures; ■ developing and adapting skills; ■ transforming the recognition model; ■ setting high health and safety standards. ■

EMPLOYMENT AND SKILL DEVELOPMENT Group workforces in 2017 3.6.1.1

The EDF group’s consolidated workforces totalled approximately 152,033 (1) people on 31 December 2017, of which 66,789 worked at EDF SA, 38,888 at Enedis and 46,356 at the Group’s other subsidiaries and shareholdings, which are included in the consolidation scope. These staff numbers are up 0.7% compared with the end of 2016, against a backdrop of energy transition, technological developments and, in France, increased competitive pressure due to the liberalisation of markets. Group workforces in France The Group has almost 130,000 employees in France. Whilst globally this workforce is stable compared with 2016 (+176 employees), the Group has both entities which have grown (notably +12% for EDF Énergies Nouvelles, +20% for Dalkia and +10% for SOCODEI) and others which have had to adjust their workforce to a lower workload, which was notably the case for EDF SA. EDF SA thus continues with the transformation undertaken as part of its strategic projects (Grand Carénage, EPR Flamanville etc.). The company agreement signed at the end of 2016 for the adaptation, transmission and development of skills contributes to this. After the 2008-2014 period marked by an ongoing increase in staff numbers (over 6,700 positions created and 23,000 new people hired), in order to anticipate the large numbers of people retiring and the strengthening of skills, there was a reversal of the trend during the 2015-2017 period, with a 3% contraction of staff on open-ended contracts in 2017. This change is the result of the closure of thermal generation sites, the adaptation of the commercial activity model and productivity efforts as regards simplification and digitisation of processes.

This figure does not include the staff (2,265) of Eastern European subsidiaries sold in 2017, or those of AREVA NP (about 14,000), which became Framatome after its acquisition (1) on 13 December 2017.

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DF I Reference Document 2017