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2018

2018 AT A GLANCE

EDF 22-30, avenue de Wagram 75382 Paris Cedex 08 – France

SA share capital €1,463,719,402.00 552 081 317 RCS Paris

www.edf.fr

12018 AT A GLANCE

EDF group is the world’s leading electricity company and global leader for low-carbon energy production. Particularly well established in Europe, the Group covers all businesses spanning the electricity value chain – from generation to distribution and including energy transmission and trading activities. A marked increase in the use of renewables is bringing change to its energy generation operations, which are underpinned by a diversified and complementary energy mix founded on nuclear power capacity. EDF offers products and advice to help residential customers manage their electricity consumption, to support the performance of its business customers, and to help local authorities find sustainable solutions.

580.8 TWh

The Group’s electricity generation

€13.7 billionEBITDA

€69.6  billion

Sales

87%Carbon-free generation(1)

€3.1 billionNet income

(Group share)

35.1 millioncustomers

More than €8 billionat mid-2018 Increasing

shareholders’ equity

€16 billionTotal net investment excluding 2015-2020 asset disposal plan

(1) Direct emissions excluding life cycle analysis of generating plant and fuel.

2 32018 AT A GLANCE

“2017 was a difficult year, but EDF is now on solid ground, ready to make the most of the expected upturn in 2018.”

Jean-Bernard Lévy Chairman

and Chief Executive Officer

4 52018 AT A GLANCE

What is the Group doing to stop erosion of its market share?Jean-Bernard Lévy: Our starting point was that of a monopoly, so it was obvious that we would lose customers when the market opened up. We have 25.4 million homeowners in our customer portfolio in France. The energy and inventiveness of our teams have already led to the introduction of innovative digital services, such as Sowee, the Vert électrique range and Mon Soleil et moi. The development of exciting new products and services is proof of our combative approach. Companies still largely put their trust in us, and EDF’s market share has stabilised at 65%. Some that had gone elsewhere are starting to come back because they appreciate the quality of service EDF provides. Finally, our portfolio of gas customers has grown to the point where it has now reached 1.5 million.

What is the outlook for 2018?Jean-Bernard Lévy: Now that we are back on a more solid financial footing as a result of the smooth implementation of our performance plan, the upturn in wholesale market prices in 2017 and our improved operational efficiency, we can expect an improvement in 2018. Looking further ahead, EDF is on a far-reaching transformation trajectory. I am referring to the unprecedented acceleration in renewables with the launch of the Solar Power Plan and Electricity Storage Plan, the commissioning of Flamanville 3 and the restructured nuclear industry following the acquisition of Framatome, and the boost in our sales initiatives. This transformation is opening the door to promising prospects. And it is all made possible by our employees’ commitment and our customers’ renewed trust.

What will it take to turn these prospects into reality?Jean-Bernard Lévy: While our destiny is largely in our own hands, EDF needs appropriate and fair regulations adapted to the reality of today’s situation if it is to turn the energy transition opportunities into successes. The end of the ARENH mechanism would be a step in the right direction. The price of CO2 also needs to be set in line with the European climate goals and the commitments made by 150 countries at COP21. Furthermore, regulations need to be changed so that, when the time is right, the nuclear power plant fleet can be renewed in France, as we are currently doing in the UK. These adjustments have a significant impact on the performance of our businesses, and on maintaining our drive and our contribution to the energy transition.

How do you interpret the 2017 financial results?Jean-Bernard Lévy: As we have said, 2017 was a complicated year for the Group with results down on the 2016 figures. Our revenue was €69.6 billion, and our EBITDA came to €13.7 billion, down 10%(1). We had been expecting these results and had factored them in. So, they come as no surprise. Beyond that, EDF remains a profitable company that has continued to reduce its debt. We have a clear strategy, CAP 2030, which is generating real drive internally. We know where we are going and how to get there.

How do you explain this contraction?Jean-Bernard Lévy: There are many reasons for it, due to regulatory, tariff and industrial issues. EDF continued to be penalised by the ARENH subscription mechanism, which created uncertainty and volatility. On top of that, wholesale markets in Europe reached an all-time low in 2017. This situation was compounded by two other economic factors: the 4-TWh drop in nuclear generation – in particular following a request from the ASN (French nuclear safety authority) to temporarily shut down four reactors at the Tricastin plant – and reduced hydro production attributable to lower rainfall.

What is EDF’s financial situation today?Jean-Bernard Lévy: EDF is a group making money and continuing with its transformation in an increasingly decentralised, digital and low-carbon energy sector. The smooth implementation of our performance plan shows that we have the collective capacity to respond and put in the necessary effort. We are ahead of our targets, which is very encouraging. For example, we had completed 80% of our disposal plan at the half-way mark and have cut €706 million off our operating expenses since 2015, a year ahead of schedule. The Group has also increased its shareholders’ equity by over €8 billion as of mid-2018. So we are clearly moving forward, and our fundamentals are stronger.

“The Group boosted its shareholders’ equity by over €8 billion at mid-2018.”

(1) Organic change at comparable scope and exchange rates, excluding the positive effect in 2016 of the adjustment of regulated selling tariffs for the period from 1 August 2014 to 31 July 2015, in accordance with the Decision of the French State Council of 15 June 2016.

6 72018 AT A GLANCE

The Executive Committee is a decision-making, discussion and consultation body concerning the Group’s operational and strategic issues.

Pierre TodorovGroup Senior Executive Vice President, Group General Secretary.

Dominique MinièreGroup Senior Executive Vice President, Nuclear and Thermal.

Cédric LewandowskiGroup Senior Executive Vice President, Innovation, Strategy and Planning.

Marianne LaigneauGroup Senior Executive Vice President, International Division.

Alexandre PerraExecutive Coordinatorto the Chairman andChief Executive Officer,Government Relations.He is Secretaryof the ExecutiveCommittee.

Simone RossiGroup Senior Executive Vice President, Chief Executive Officer of EDF Energy.

Executive Committeeat 16 April 2018

Marc BenayounGroup Senior Executive Vice President with responsibility for Gas and Italy. Chief Executive Officer of Edison.

Henri LafontaineGroup Senior Executive Vice President, Customers, Services and Regional Action.

Christophe Carval Group Senior Executive Vice President, Human Resources.

Bruno BensassonGroup Senior Executive Vice President, Renewable Energies. Chairman and Chief Executive Officer of EDF Énergies Nouvelles.

Xavier GirreGroup Senior Executive Vice President, Group Finance.

Véronique LacourGroup Senior Executive Vice President, Transformation and Operational Effectiveness.

Jean-Bernard LévyChairman and Chief Executive Officer.

Xavier UrsatGroup Senior Executive Vice President, New Nuclear Projects and Engineering.

8 92018 AT A GLANCE

Double renewable energy production by 2030Balance the generation mix by accelerating the development of renewables and guaranteeing the safety and performance of existing and New Nuclear facilities.As a complementary fit with nuclear power given the flexibility of its plants, EDF is developing all forms of renewable energy: hydro, wind, solar, geothermal, recovered heat, etc. 2017 saw a significant increase in the net installed

generating capacity of solar and wind power. Following the acquisition of Framatome, EDF is now well equipped to extend the lifespan of its French power plants safely, to bring EPR power plants currently under construction through to commissioning, and to seize New Nuclear opportunities abroad, such as in China and India. In France, the Group has launched the Solar Power Plan with the aim of building 30 GWp by 2035.

CAP 2030

Our strategic plan

In the context of the energy transition, CAP 2030 represents the Group’s aim of becoming an efficient and responsible electricity company that champions low-carbon growth. It is the Group’s response to its new customers’ challenges and demands.

Grow closer to our customersCreate new, competitive decentralised solutions, new personalised energy services and smart grids.To support customers and regions through their energy transition, EDF group provides them with competitive, low-carbon energy solutions and has acquired industrial expertise in smart networks.In 2017, the EDF Energy Solutions brand was introduced to improve promotion of its energy efficiency service and solutions and local energy loops. The Group has also stepped up the roll-out of particularly innovative digital and self-consumption solutions targeting residential customers.

10 112018 AT A GLANCE

Our 6 Corporate Social Responsibility GoalsThe Corporate Social Responsibility Goals define the roadmap for the Group’s businesses and subsidiaries to ensure that the priorities set down in CAP 2030 are met. Integrated in the core of its activities and businesses, each goal reflects a strong commitment: climate and low-carbon energy, human development of EDF Group’s employees, offers designed for customers – especially the most vulnerable – energy efficiency, dialogue and consultation, and biodiversity conservation.

Go beyond the requirements of the

2 °C trajectory set by COP21 by

drastically reducing CO2 emissions.

Adopt industrial Groups’ best practices

in people development: health and safety, gender

diversity, and social advancement.

Offer all vulnerable people information about and support

with energy use and energy benefits

and how to access their entitlements.

Innovate through digital energy

efficiency solutions to enable all customers

to better use energy.

Systematically organise a process of transparent

and open dialogue and consultation for every new project around the world.

Launch a positive

approach to biodiversity, not limited to

understanding and reducing the impacts

of our activities in the long run but

having a positive effect on biodiversity.

Triple the share of business activity outside France by 2030Expand by developing our low-carbon solutions in growth countries while bolstering our positions in Europe.EDF wants to be a key player in the French energy landscape and in its core countries in Europe. It also aims to develop internationally through targeted acquisitions, partnerships with innovative

stakeholders, and by leading major projects. Today, the Group is present worldwide, for example, in Brazil where it is completing the construction of the Sinop dam, in Dubai where it is involved in the construction of the world’s largest solar farm, and in Côte d’Ivoire and Guinea where EDF is developing off-grid solar solutions.

12 132018 AT A GLANCE

An international reference

In 2017, French nuclear output totalled 379.1 TWh. At the same time, the French nuclear fleet achieved a historic record in terms of security and safety. In the United Kingdom, nuclear output came to 63.9 TWh, an excellent operational performance. In decommissioning, the Group asserted its leadership with nine projects under way in France. In early 2018, EDF and its Spanish partner Westinghouse

1 — Nuclear

Electric Spain won the call for tenders to decommission production unit 1 at Vandellòs nuclear power plant in Tarragona, Spain. EDF is also well positioned in nuclear waste treatment. Its subsidiary Cyclife and the Italian company Sogin won a contract in February 2018 to treat 1,800 tonnes of metal waste from three Italian nuclear power plants currently being dismantled.

EDF GROUP

AT A GLANCE

14 2018 AT A GLANCE 15

Renewables leader in France and worldwide

The development of renewables picked up significantly in 2017. The net installed capacity for solar and wind power increased by 23%, and solar and wind production set a new record at 13.8 TWh, coming out to a 13% jump. Looking ahead, the future has been carefully prepared. The Group plans to double its portfolio of renewable energy by 2030. Investments in renewable energy topped €700 million, while the launch of the Solar Power Plan represented a significant step towards meeting the Group’s goals. By 2035 in France, 30 GW of solar capacity will have been installed with partners. That equates to quadrupling the country’s current solar energy capacity. Hydropower was marked by the construction of the Romanche-Gavet plant, the largest hydroelectric worksite

in France. Internationally, EDF continued to expand. In Brazil, solar and wind farms were commissioned, such as the Pirapora solar farm, and construction advanced on the Sinop dam. In Dubai, the Group is also involved in the construction of the third tranche of one of the largest solar farm projects in the world. Meanwhile, in the United Kingdom, the Blyth offshore wind farm and the West Burton energy storage project are being developed. Supporting the energy transition, the Group has introduced its Electricity Storage Plan. Under this plan, €70 million will be allocated to storage research over the 2018-2020 period, hence doubling the budget, and €8 billion will be invested to ramp up storage capacity to 10 GW.

3 — Renewable energy

Creating an industry of excellence

2017 was a pivotal year for the restructuring of the nuclear industry. EDF acquired over 75% of Framatome and its order book worth €14 billion, with which the Group can leverage numerous synergies. With Framatome, EDF holds all the keys to lead major projects and grow internationally. The merger between EDF’s and Areva NP’s engineering departments resulted in a new company called EDVANCE. It will be responsible for basic design and creation (engineering, procurement assistance, assembly and commissioning) of nuclear

islands and command and control systems for new reactors under construction in France and further afield. This new company marks a major milestone in restructuring the French nuclear industry. In 2017, current construction projects reached significant thresholds. In China, Taishan completed hot functional tests on the world’s first EPR, and cold functional tests were run at Flamanville 3. At Hinkley Point C in the UK, civil engineering works are progressing at full steam with over 2,800 workers on site.

2 — New Nuclear

172018 AT A GLANCE16

5 — Energy services

A leader for energy supply, EDF develops energy services for small businesses, companies and local authorities. Its aim is to double its revenue in this field to €11 billion by 2025, 25% of which outside France. With its subsidiaries Dalkia, Tiru, Citelum, Sodetrel and NetSeenergy, grouped under the new name of EDF Energy Solutions, the Group provides a comprehensive range of competitive products and innovative, personalised services. All its solutions – low-carbon heating networks, smart lighting, waste recovery, electric mobility – help make businesses more competitive and regions more attractive. With a low-carbon

footprint. The Group was awarded some significant contracts in 2017: Dalkia in renewable heating networks (Charleville-Mézières, Béthune and Sarreguemines); Citelum(1), the urban services expert providing connected lighting and smart city solutions, with Dijon Métropole, the future first smart city 3.0 in France, and with Mexico City (Mexico), and Albuquerque in the United States; and Fenice with the renewal of the Fiat contract for an additional five years. In China, the Group won a 30-year concession contract to supply cooling and hot water to prestigious hotels and shopping malls in the tourist area of Haitang Bay in Sanya.

Enhancing the performance of companies and the attractiveness of regions

production (dry year) and nuclear power, which meant thermal power plants had to make up the difference. With 58 nuclear reactors in service, nuclear energy is the main source of electricity generation, while hydro accounts for 10%. The flexibility of the nuclear fleet means intermittent renewable energy can be developed and integrated into the mix, while the expansion and predictability of wind power and progress in storage offer additional leeway.

4 — Energy mixA low-carbon and diversified energy mix

Electricity cannot be stored in large quantities, so production must be constantly adapted to match consumption. This balance between supply and demand can be achieved by combining several sources of energy. As the leading supplier of electricity in France, it is the Group’s role to ensure continuous electricity supply. Diversified and low-carbon, EDF’s energy mix in France is 96% CO2 emission-free. This percentage fell slightly in 2017 because of the contraction in hydro

(1) Citelum is involved in this project in a consortium led by Bouygues.

618 192018 AT A GLANCE

Corporate Social Responsibility Goals at the heart of our strategy

EDF group has set six Corporate Social Responsibility Goals, which are an integral part of its new strategy. These are significant, priority commitments on which the Group will report each year. They refer to CO2 emissions, employee health and well-being, support for vulnerable groups, digital innovation to improve energy efficiency, dialogue and consultation and a positive approach to biodiversity. This corporate responsibility programme, developed in response to a social demand and regulatory requirements, is now an integral part of the Group’s

strategy. Designed to inspire, these goals have been adapted to each Group entity in line with its specific business. For example, they are reflected in the exemplary consultation approach to work with environmental and fishing organisations in developing the future Saint-Nazaire offshore wind farm, in the creation of the Future Generations Council, a forum where sensitive subjects can be discussed openly between EDF and external stakeholders, and in teaching hydropower plant operators new processes to protect the life cycles of endemic animal species in the Pyrenees.

7 — Corporate responsibility

Innovative products and services to advance further in the energy transition

With 25.4 million personal customers in France and 35.1 million customer accounts, EDF occupies a unique position in energy supply. EDF ranks in the top five brands in France. More than a decade after the market was completely opened to competition, EDF still has more than 80% of the market for residential customers and 65% of the business and local authority segments. This is proof that customer trust has not waned. In 2017, the Group launched a commercial campaign targeting residential customers that featured the Vert électrique package, its range of renewable electricity services designed for this segment. It also extended

its Sowee and Notre Soleil et nous solutions. The Group has continued to grow its portfolio of gas customers in France, while its Italian subsidiary is about to acquire 500,000 Gas Natural Fenosa customers. A leader in energy supply, EDF relies on developing innovative services. In addition to supplying electricity, EDF group provides competitive energy solutions to improve its customers’ well-being and sustainable performance. These services include heating networks, thermal renovation, lighting, energy management, small repairs and maintenance, self-consumption and electric vehicle charging.

6 — Customers

20 212018 AT A GLANCE

EDF’s DNA

Innovation and its continuous quest for excellence are part of EDF’s genetic heritage. The Group has consistently drawn on this heritage over the past seventy years to remain on the forefront of the energy sector and become a global leader in production models and centralised networks – which will be increasingly decentralised in the future. R&D is one of the major contributors to innovation at EDF and plays a crucial role in developing low-carbon solutions, while ensuring performance and safety at facilities. The Group’s world-class R&D works with unique experimental systems, such as the Concept Grid, a reduced scale electricity grid, and VeRcors, a 1:3-scale reactor building to study the ageing processes of double containments. At a time when energy is undergoing massive transformation, EDF is

9 — Innovation

focusing its efforts on developing new energy services for customers, electricity storage, tomorrow’s electricity systems, lowering the carbon content of energy and improving the competitiveness of its production mix. In 2017, EDF created a project incubator called EDF New Business to open doors towards external innovation and, when possible, demonstrate the innovations proposed by SMEs and startups in all these fields. This programme is designed as a testing ground to explore new areas of business and develop an additional range of products and services for customers and a new source of revenue for the Group. Along the same lines, each year, EDF organises the Pulse awards, a call for projects from French and European startups involving the home, city, health and business. Several hundred applications are submitted each year.

More performance, efficiency and well-being

Sweeping change is needed to adapt to the significant evolutions taking place in the energy sector. The success of this transformation will hinge on the well-being of the Group’s employees, the appeal of its offers, and its financial performance. To make that possible, EDF has introduced several actions to redesign its structure. For example, the performance plan introduced in spring 2016, deployed at all levels of the organisation and at all businesses, aims to increase shareholders’ equity (over €8 billion achieved), sell non-core assets (€10 billion between 2015 and 2020), improve WCR and rein

in costs. To simplify the organisational structure, enhance customer relations and free up energy, management practices are evolving. New types of workspaces are being created to facilitate collaboration between employees. In early 2017, a Transformation and Operational Effectiveness Division was created to unite IT systems, purchasing, property and shared services. This division aims to speed up the digital transformation, work towards operational excellence, and smooth operations for EDF’s businesses by providing them with support to step up to the challenges they face.

8— Transformation

22 232018 AT A GLANCE

Target of €700 million reduction in operating expenses compared with 2015 met one year ahead of schedule. In 2017, the reduction was particularly marked in France in the support and sales functions.

2017 nuclear output in France penalised by extension of scheduled outages, temporary shutdown of the four reactors at the Tricastin plant at the request of the French Nuclear Safety Authority, and a high number of unscheduled outages.

… despite nuclear output being lower than expected in Francein TWh

… buoyed by savings on operating expenses Operating expenses(1) reduced by €706 million between 2015 and 2017 in millions of euros

(1) Based on mid-point target value of 395 TWh.

0

50

100

150

200

250

300

350

400

450

500

390- 400(1)

379

0

200

400

600

800

2016 2017

275

431

€706 millionin total savings

20172016

2017  Achieved

2017 Initial target

2017 financial targets achieved

2017 EBITDA on target, although down on 2016, mainly due to the fall in wholesale electricity prices in Europe in 2015 and 2016, and lower nuclear and hydropower output.

2017 results in line with expectations… 2017 EBITDA on target in billions of euros

EBITDA by reporting segment in 2017

(1) Organic change at constant scope and exchange rates.(2) Organic change at constant scope and exchange rates, excluding the positive impact in 2016

relating to the regulated sales tariff adjustment for the period from 1 August 2014 to 31 July 2015 following the French State Council’s decision of 15 June 2016.

0

2

4

6

8

10

12

14

16

18

20

2016 2017

16.4

13.7–14.8%organic change(1)

–10%organic change excl. tariff adjustment(2)

Data consolidated according to EDF’s percentage ownership in Group companies, including associates and joint ventures.(1) Regulated activities: Enedis, Électricité de Strasbourg and island activities; Enedis, an independent EDF subsidiary as defined in the French Énergy Code.

Répartition de l’EBITDA

€13.7 bn

France – Regulated activities(1)

36%

Dalkia2%

International3%

EDF Trading and other4%

EDF Énergies Nouvelles

5%Italy7%

United Kingdom8%

France – Generation and supply activities35%

20172016

(1) At constant 2017 scope, exchange rates and pension discount rate. Excluding change in operating expenses of service activities.

24 252018 AT A GLANCE

… and the successful asset disposal plan

Disposal target of €10 billion through 2015-2020 already 80% delivered at half-way mark

Disposals realised€8.1 billion

Data consolidated according to EDF’s percentage ownership in Group companies, including associates and joint ventures.

Non-core or non-controlled assets worth €6.2 billion divested in 2017.

Progress of disposal plan from 2015 to 2017

Disposals in 2017

EDF Démász sold to ENKSZ

49.9% of the share capital of CTE, the entity holding 100% of RTE’s shares, sold to Caisse des Dépôts and CNP Assurances

EDF Polska’s assets sold to PGE

Around 200 real estate assets  sold to Tikehau Capital

Edison’s gas and real estate assets sold

€10 bnAsset disposal

plan

Lower debt in 2017

Reduction in net financial debt…in billions of euros

… due mainly to capital increase

French government€3 billion

Market€1 billion

€4 bn

0

8

16

24

32

40

20172016

down €4.4 billion37.4

33.0

20172016

26 272018 AT A GLANCE

0

1

2

3

4

5

Development in renewables financed by green bonds

Development of robust and competitive solar capacities: the Solar Power Plan

Since 2013, 21 new major wind and solar projects financed (total combined installed capacity of 3.5 GW) and over 100 operations to renew, upgrade and develop the hydropower facilities in metropolitan France.

EDF group pioneered the use of green bonds in 2013 to finance the wind and solar projects developed by its subsidiary EDF Énergies Nouvelles and used them again at the end of 2016 to renovate, upgrade and develop its hydropower facilities in metropolitan France. Of the €4.5 billion raised from 2013 to 2017, over €3 billion had already been allocated by the end of 2017.

30 GW of solar capacity in France between 2020 and 2035.Approximately €25 billion in investment needs.EDF equity investment optimised via the financing structure and search for partnerships.First estimate of EDF’s equity commitment: about €200 million per year, from 2020.

Funds raised

2013-2017

2020-2025 2026-2030 2031-2035

Annual growth rate

2020 - 2025 2026 - 2030 2031 - 2035

0.0

0.5

1.0

1.5

2.0

2.5

3.0

~1.5 GW

~2 GW

~2.5 GW

Higher level of investment due to acceleration in renewables and Framatome acquisition

Distribution of total net investments excluding 2015-2020 disposal planin billions of euros, at 31 December 2017

Total net investments excluding 2015-2020 disposal planin millions of euros

20172016

12,802+641

+548+608 –758

+1,868

+294

16,003

(1) With Futuren and Imtech acquisitions.(2) Mainly scope and FOREX effect.

Renewable & services(1)

NuclearUK New Nuclear

Other(2) FramatomeLinky

Data consolidated according to EDF’s percentage ownership in Group companies, including associates and joint ventures.(1) Mainly Italy, United Kingdom and Taishan.

Grand Carénage4.2

Enedis, island activities and ÉS 3.2

Linky 0.6

UK New Nuclear1.2

Framatome 1.9

New developments in renewables and services0.2

International and other(1)

2.0

Services 0.5

Flamanville 3 0.9

Renewables 1.3 €16 bn

0

1

2

3

4

5

€0.2 billionRenovation and development investments in hydropower in France

Funds allocated

at end-2017

€2.9 billionNew EDF Énergies Nouvelles projects

€4.5 billion

28 292018 AT A GLANCE

Editorial design: Communication Division.Design: Copyright registration: ISSN pending.Author: Antoine Blachez.Translation: Alto.

Photo credits:© EDF – HAYTHAM-REA – Hugo Aymar (p. 01), Getty Images – Bloomberg Finance (p. 02, 05), © EDF – Romuald Meigneux (p. 02), © Sipa Press – Julien Knaub (p. 05, 06, 07), © EDF – Capa Pictures / L. Moreau (p. 07), © EDF – Gilles Huguet (p. 13), © EDF – Alexis Morin (p. 14), Getty Images – Pedro Castellano / LL28 Photography (p. 15), © EDF – Marc Didier (p. 16), Getty Images – Reinier Snijders / EyeEm (p. 17), Getty Images – Westend61 (p. 18), Getty Images – Kenneth Shelton / EyeEm (p. 18), © EDF – Sylvie Legoupi (p. 19), © EDF – Adrien Daste (p. 21).

Information available on all the Group’s activities

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Performance

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Sustainable Development Indicators

Reference Document

2018 AT A GLANCE

At a glance

ED

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2018

2018 AT A GLANCE

EDF 22-30, avenue de Wagram 75382 Paris Cedex 08 – France

SA share capital €1,463,719,402.00 552 081 317 RCS Paris

www.edf.fr