“Leadership” is the ability to give a meaning to the job of others. It gives perspectives to colleagues by constantly reminding the “why” behind every task. It keeps participant engaged by recognizing and celebrating individual success. It forces alignment between team members by sharing common goals and information and it offers clarity through a constant effort of communication and education. But most importantly, it defines the culture by illustrating it through his own behaviors.

“Vision” is an appealing description of a future state. It does give a common purpose to stakeholders. It must result in their emotional engagement. It can be a few weeks project, a 6-months goal and a long-term ambition. In all cases, the vision is important to align all participants on common expectations, as precise and detailed as possible.

“Strategy” is about making choices and decisions; it's about deliberately choosing to be different. More important than what to do, it is also about being clear about what not to do.

“Culture” is the specific collection of values, rules and norms that are shared by groups in an organization and that collection of values rules and norms control the way the groups interact with each other and with stakeholders outside the organization. There are behavioral general rules for every organization to collaborate efficiently. It is important to describe them clearly with examples and illustrations to ensure a good understanding from each of us and therefore compliance.

SECURITY As far as this dimension is concerned, we are already ranked in the three most secured operations in EDF group. We did not have any accidents for the whole year 2017. It is the result of years of effort and a strong commitment from all the members of our team. Our success has been recognized by our board members. But we know that this result is very fragile and we can revert it in less than a second. We must stay very alert and certainly stay focus and keep attention on details. Routine is our worst enemy. It is a dangerous and pernicious enemy that may lead us to short cut and mishandling. We have to stay very demanding when we will run our routine security audit to ensure that we identify well all possible risks. We must be very strict in the preparation, execution and reporting of these audits. Each of us should both stay very vigilant about security and remind our peers about it.

RISKS MANAGEMENT Given the nature of our business, the identification of the risks that we are exposed to and their prevention is an essential part of our mission. We need to constantly look for potential risks, internal risks on our own organization but most importantly risks related to outside suppliers. We must ensure that all our outside providers formally supply their intervention plan so that we can analyze in advance the risky operations.

We must then ensure that one MECO staff systematically attends operations at risks to be handled by outside providers.

AVAILABILITY Here again, we achieved promising results as we had only 40h of fortuitous unavailability in 2016. To reach our vision, we need to keep on working on our availability performance. We need to report and analyze every incident in order to formally identify its cause, propose a correction and ensure of its timely implementation.

We need as well to carefully review our procedures on a regular basis in order to prevent incidents.

PEOPLE DEVELOPMENT - to ensure MECO employees stay “best in class” MECO invest a major part of our expenses on people development. We are organizing regular development programs for all employees.

At MECO, Career development plans are defined and regularly reviewed.

We are reviewing twice a year the position back up plan and the succession plan to ensure they stay relevant.

At MECO, we are involving our management team in the preparation and presentation for board meetings in order to expose everybody to high-level discussions and recognitions.

BOT CONCLUSION This is an important part of our strategy, as we need to maintain high level of engagement of our colleagues on our strategy if we want to execute it effectively.

We will communicate regularly on our vision and our successes to ensure that everybody feel proud of what we are achieving. Our success as MECO is actually our best resume and will be very effective credentials for our future employers.

In parallel, we are launching a competencies project. We are defining for each position the expected competencies and measuring for each employee the discrepancies to this standard in order to organize corrective training. Our ambition is to bring all our colleagues competencies to standard in order to facilitate their future placement either at EVN or any other companies once the BOT will be completed.