EDF Energy - Finance

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Existing Nuclear has a clear plan to maximise performance and long term value Performance Objectives • Existing Nuclear’s key objectives • Improve operational excellence • Maintain adequate nuclear investment (around £300m in 2010) • Train and prepare people to support new build program • Deliver integration synergies • Consistently achieve nuclear output above 55TWh Strategic target • Main strategic aim: secure plant life extension • Extend the lives of our AGR fleet by an average of five years and Sizewell B by 20 years • Further life extensions could help avoid c.4GW of new fossil generation required in the UK before 2018 • It may also provide flexibility in the crucial objective of retaining skilled operational workforce
Three strategic levers for delivering our ambitions • PEOPLE - Nuclear professionals doing the right things • Sufficiently qualified/experienced staff to support Existing Nuclear and NNB • Strong leaders driving the business • Building sustainability and diversity • PLANT - Safe and reliable plant • Optimise deployment of engineering services • Drive efficiency improvements • PROCESS - Fit for purpose systems and processes • Examine core processes, ensure internal control, monitor risks • Deliver synergies
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 and 36: Customer Supply EDF Energy is the U
Page 37 and 38: Customer Supply B2C is a very compe
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: UATR (Trips per 7000 hrs critical)
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
Page 87 and 88: Summary of main investment plans*
Page 89 and 90: Fair value accounting • The fair
Page 93 and 94: Our Key management priorities • M
Page 95 and 96: A focused strategic positioning Lea
Page 97 and 98: Conclusions • Implementation of G
Page 101 and 102:
RO History: 2002- present day • T
Page 103 and 104:
How the RO works: simplified schema
Page 105 and 106:
The Energy Market Reform and Impact
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EDF Energy - Finance

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