EDF Energy - Finance

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Networks sale • On 29 October 2010, EDF Energy completed the sale of its Distribution business to Cheung Kong Infrastructure (CKI) • Sale proceeds: £5.8bn (including debt of £2.6bn) • The proceeds represent a 27% premium to RAV (1) and an IRR of 11.2% since acquisition • Post sale, EDF Energy will not be impacted by IFRIC 18 accounting as this was solely related to Customer Connections within Regulated Networks (1) Based on official RAV on regulated networks as at 31/03/2010
Summary of main investment plans* • Business as usual capital expenditure includes: • ESCS c.£150m p.a. fossil plant maintenance and supply IT systems • Existing Nuclear c.£300m p.a. nuclear plant maintenance • Shared Service Centre c.£20m p.a. support to various IT projects • EDF Energy also expects to spend £50m per plant for AGR plant life extension • In addition, EDF Energy will continue to invest c.£600m in a wide range of other Strategic Projects over the next 5 years New Projects* 2010 2011-2015 West Burton B (new CCGT) £260m £190m Renewables £35m £215m Gas Storage £50m £130m Customer Relationship Management - B2C £40m £15m Customer Relationship Management - B2B £6m £40m Total £391m £590m *Excludes smart metering and Nuclear New Build
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17 December EDF in the UK Investor
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An industrial strategy based upon E
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EDF Group today 5.6 M customers 12.
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EDF Group finance as a partner to U
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UK workshop schedule • Welcome an
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Building a leader in the UK Key Fin
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EDF Energy plays an important role
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Investing in Generation Generation
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Investing in People • Of all our
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Rising demand and retiring plants C
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Market reforms • Carbon price sup
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Contracts for difference Illustrati
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Electricity Gas Supply market growt
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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 43 and 44: 17 December EDF in the UK Investor
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: EBITDA (£m) EDF Energy‟s EBITDA
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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