EDF Energy - Finance

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Customer Supply B2B strategy focused on customer service and risk management • Limit volatility of earnings and deliver at least 3% EBITDA margin on sales • Top line growth to be delivered through development of customised energy services • Areas of focus: • Secure margin • Improved contract management • Customised hedging • New systems development to deliver cost savings and improved services
Customer Supply B2C is a very competitive market with further growth opportunities for EDF Energy • UK B2C market is c.120 TWh electricity and c.335 TWh gas - 6 Major Suppliers 21% 20% 19% 18% B2C Market Churn (Gas & Elec) % Total Accounts 30-Apr-10 (outer) vs 30-Apr-09 (inner) EDF 10.7 SP 9.8 10.3 10.7 31.7 32.9 BG 17% 16% NP 13.0 13.7 15.4 18.0 15% 2005 2006 2007 2008 2009 2010F EON 15.1 18.1 SSE (source: DECC) (source: CEA) • The EDF Energy B2C business is the 5th largest in the UK (5.1m product accounts) • In 2009 the B2C business supplied 15 TWh of electricity representing 12% market share and 26 TWh of gas representing 8% market share • For the year ended 31 December 2009, B2C recorded an EBITDA loss of £167m
Page 1 and 2: 17 December EDF in the UK Investor
Page 3 and 4: An industrial strategy based upon E
Page 5 and 6: EDF Group today 5.6 M customers 12.
Page 9 and 10: EDF Group finance as a partner to U
Page 11 and 12: UK workshop schedule • Welcome an
Page 13 and 14: Building a leader in the UK Key Fin
Page 15 and 16: EDF Energy plays an important role
Page 17 and 18: Investing in Generation Generation
Page 19 and 20: Investing in People • Of all our
Page 23 and 24: Rising demand and retiring plants C
Page 25 and 26: Market reforms • Carbon price sup
Page 27 and 28: Contracts for difference Illustrati
Page 29 and 30: Electricity Gas Supply market growt
Page 33 and 34: Energy sourcing A diversified portf
Page 35: Customer Supply EDF Energy is the U
Page 39 and 40: Customer Supply Focus on smart mete
Page 41 and 42: Our hedging strategy is asset drive
Page 45 and 46: 2010: a challenging year with a goo
Page 47 and 48: Sizewell pressuriser - a unique iss
Page 49 and 50: UATR (Trips per 7000 hrs critical)
Page 51 and 52: Three strategic levers for deliveri
Page 53 and 54: On track to deliver integration syn
Page 55 and 56: Key conclusions • 2010 has been a
Page 57 and 58: GW 11 10 10 7 6 6 5 5 5 4 4 4 4 4 3
Page 59 and 60: EDF‟s business model in nuclear
Page 61 and 62: EDF‟s nuclear projects France Fla
Page 63 and 64: Flamanville EPR milestones 2006 200
Page 65 and 66: A positive series effect • Buildi
Page 67 and 68: Several reactors and business model
Page 69 and 70: UK: a strong strategic fit for EDF
Page 71 and 72: New Nuclear is needed to address al
Page 73 and 74: We aim to build up to four nuclear
Page 75 and 76: Setting up the ground work for a su
Page 77 and 78: Key Risk Milestones to be met befor
Page 79 and 80: Hinkley Point EPR Unit 1 Milestones
Page 81 and 82: Series effect significantly brings
Page 83 and 84: Summary • UK needs NNB in order t
Page 85 and 86: EBITDA (£m) EDF Energy‟s EBITDA
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Summary of main investment plans*
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Fair value accounting • The fair
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17 December EDF in the UK Investor
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Our Key management priorities • M
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A focused strategic positioning Lea
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Conclusions • Implementation of G
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17 December EDF in the UK Investor
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RO History: 2002- present day • T
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How the RO works: simplified schema
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The Energy Market Reform and Impact
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