EDF Energy - Finance

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Rationale for a workshop on EDF in the UK • Capital employed: €18Bn (1) • Solid upstream/downstream business model • 2009 EBITDA (2) : €2Bn • Additional value creation (life extensions, supply margins) • Potential for additional value creation through NNB • Consistent with EDF Group core skills and business • Provided all the right conditions are met, final investment decision late 2011 (1) As of December 2010 estimated (2) Restated for EBITDA from UK networks, including IFRIC 18 and excluding IAS39 impact
EDF Group finance as a partner to UK business • New investment process and selection criteria • NNB: final investment decision to be taken by end 2011 • Harness Group synergies and deploy Group industrial purchasing • Leverage on scale purchasing on key components • Group purchasing related to general expenses • Active Assets-Liabilities Management • Matching long-dated cashflow with long-term assets in the UK • Richer dialogue with financial community • UK workshop, including UK-only analysts
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 7: 17 December EDF in the UK Investor
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 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
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EDF‟s business model in nuclear
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EDF‟s nuclear projects France Fla
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Flamanville EPR milestones 2006 200
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A positive series effect • Buildi
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Several reactors and business model
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UK: a strong strategic fit for EDF
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New Nuclear is needed to address al
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We aim to build up to four nuclear
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Setting up the ground work for a su
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Key Risk Milestones to be met befor
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Hinkley Point EPR Unit 1 Milestones
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Series effect significantly brings
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Summary • UK needs NNB in order t
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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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EDF Energy - Finance

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