2020 At a glance

00-01

02-03

04-05

06-07

08-09

10-11

12-13

14-15

16-17

18-19

20-21

22-23

24-25

26-27

EDF

— 2

020

At a

gla

nce

Futu

re

Plan

et

Publ

ic in

tere

st

Com

fort

Perf

orm

ance

Colle

ctiv

e

Valu

es a

nd e

thic

s

Safe

ty

Objective:

x2capacity

of renewable energy by 2030

(compared with 2014)

Ambition:reach

carbon neutrality

by 2050

165,000employees mobilised in 2019 to share their take on the meaning

they give to our action, which was used as

the foundation to build EDF's purpose:

90%of electricity the EDF group generated in

2019 was carbon-free thanks to nuclearpower

and hydropower

“Without any fuss, our teams have demonstrated engagement, responsibility and a sense of solidarity to maintain continuity in a service that is essential for our country. I would like to thank them and congratulate them. EDF’s employees and service providers have been exemplary in demonstrating their drive to carry out their public service duty and manifest their commitment to the public interest. To supply the electricity the people of France need, especially the country’s health services, transport sector and business in general, we overhauled our organisation swiftly and successfully.

And when we come out of the crisis, EDF is ready to meet the needs of everyone – individuals, tradespeople and businesses – to help restart the French economy. Above all else, I strongly believe we will move towards a more community-focused, fairer world. We will change the way we think about our needs, our priorities and what really matters. Our understanding about the meaning of prosperity and progress will change, we will behave differently. We will listen more, working hand in hand.

This shift will put public services, ours in particular, back at the heart of our society. At EDF, we are ready to help shape this new model, which will allow for greater prominence for those who don’t hold all the cards. I also believe that after the pandemic, society will demand greater efforts in the fight against climate change and the extinction of biodiversity. For the energy we will need, in a more energy-efficient society, electricity is the solution.”

Jean-Bernard Lévy, Chairman and Chief Executive Officer

Extract from the speech given at the Shareholders’ Meeting of 7 May 2020.

EDF

— 2

020

At a

gla

nce

00-01

02-03

04-05

06-07

08-09

10-11

12-13

14-15

16-17

18-19

20-21

22-23

24-25

26-27

“Raison d’être” of EDF

Our purpose is to build a carbon neutral energy future that blends the need to safeguard the environment, well-being and growth through electricity and innovative solutions and services.•Energy is essential to our lives, it powers our lighting and heating, makes it possible to feed ourselves, move around, produce goods and services, and enables us to communicate, learn and innovate.•Of all the forms of energy, electricity – an essential utility – must be accessible to all, everywhere. It is also the energy of progress in an increasingly digital world.•In consideration of the climate emergency, we want to invent a new energy model and make it available in every region in which we operate. It must emit less CO2, be more efficient, more environmentally friendly and more people-focused.•Driven by its public service values, EDF is committed to bringing about a fair, innovative and sustainable energy future. By giving all our customers – individuals, businesses and local authorities – the possibility to act through services and solutions that enable them

to consume less energy and consume better in a way that meets their needs and ambitions.By deploying increasingly low-carbon electricity at the best possible price thanks to nuclear energy and renewable energy.•By harnessing our industrial expertise and by constantly striving to enhance our performance. •By establishing partnerships with institutions, economic agents and innovation drivers in France and around the world.•By encouraging talent and engagement of the men and women who represent the strength of the EDF group.•This purpose represents our reason for moving forward, together.Be the energy for change.

EDF

— 2

020

At a

gla

nce

00-01

02-03

04-05

06-07

08-09

10-11

12-13

14-15

16-17

18-19

20-21

22-23

24-25

26-27

Executive Committee at 24 April 2020

Jean

-Ber

nard

Lév

yCh

airm

an &

Chi

ef E

xecu

tive

Offi

cer

Alex

andr

e Pe

rra

Grou

p Se

nior

Exe

cutiv

e Vi

ce-P

resid

ent,

Inno

vatio

n, C

orpo

rate

Res

pons

abili

ty

and

Stra

tegy

Cédr

ic L

ewan

dow

ski

Grou

p Se

nior

Exe

cutiv

e Vi

ce-P

resid

ent,

Nu

clea

r and

The

rmal

Véro

niqu

e La

cour

Grou

p Se

nior

Exe

cutiv

e Vi

ce-P

resid

ent,

Tran

sform

atio

n an

d O

pera

tiona

l Effe

ctiv

enes

s

Xavi

er G

irre

Grou

p Se

nior

Exe

cutiv

e Vi

ce-P

resid

ent,

Gr

oup

Fina

nce

Chris

toph

e Ca

rval

Grou

p Se

nior

Exe

cutiv

e Vi

ce-P

resid

ent,

Gr

oup

Hum

an R

esou

rces

Béat

rice

Buffo

nGr

oup

Seni

or E

xecu

tive

Vice

-Pre

siden

t, In

tern

atio

nal D

ivisi

on

Brun

o Be

nsas

son

Grou

p Se

nior

Exe

cutiv

e Vi

ce-P

resid

ent,

Rene

wab

le E

nerg

ies,

Chai

rman

and

Chi

ef

Exec

utiv

e O

ffice

r of E

DF R

enew

able

s

Mar

c Be

nayo

unGr

oup

Seni

or E

xecu

tive

Vice

-Pre

siden

t, Cu

stom

ers S

ervi

ces a

nd R

egio

ns

C O M M I T T E EE X E C U T I V E

2 0 2 0

EDF

— 2

020

At a

gla

nce

00-01

02-03

04-05

06-07

08-09

10-11

12-13

14-15

16-17

18-19

20-21

22-23

24-25

26-27

P. 08

SUPPOR-TING OUR

CUSTO MERSto consume less and less

P. 12

Ramping up

VERY LOW-

CARBONgeneration

P. 16

Supporting the energy transition

ABROAD

Pier

re T

odor

ovGr

oup

Seni

or E

xecu

tive

Vice

-Pre

siden

t,

Grou

p Ge

nera

l Sec

reta

ry

Paul

-Mar

ie D

ubée

Exec

utiv

e Co

ordi

nato

r to

the

Chai

rman

an

d Ch

ief E

xecu

tive

Offi

cer, G

over

nmen

t Rel

atio

ns

and

Secr

etar

y of t

he E

xecu

tive

Com

mitt

ee

Xavi

er U

rsat

Grou

p Se

nior

Exe

cutiv

e Vi

ce-P

resid

ent,

Ne

w N

ucle

ar P

roje

cts a

nd E

ngin

eerin

g

Sim

one

Ross

iGr

oup

Seni

or E

xecu

tive

Vice

-Pre

siden

t,

Chie

f Exe

cutiv

e O

ffice

r of E

DF E

nerg

y

Through its purpose, EDF has made a long-term commitment to society. For the men and women of the Group, it serves as a source of inspiration each day to continue breathing life into the three priorities of our CAP 2030 strategy. We take an innovative approach to our solutions and services so our customers can play an active role in achieving carbon neutrality by 2050. We develop low-carbon electricity generation through renewable energy and nuclear power. We export our expertise throughout and beyond Europe to help regions to take advantage the potential brought about by carbon-free electricity.Be the energy for change.

Alai

n Tr

anze

rGe

nera

l Dep

uty H

ead

of In

dust

rial Q

ualit

y an

d Nu

clea

r Ski

lls

©DR

, ©ED

F –

Agen

ce S

ipa/

Julie

n Kn

aub,

©ED

F –

Oliv

ier P

anie

r des

Tou

ches

, ©Ge

tty Im

ages

/Mic

hael

H, ©

Getty

Imag

es –

Sum

etee

The

esun

gner

n/Ey

eEm

.

Executive Committee at 24 April 2020

C O M M I T T E EE X E C U T I V E

2 0 2 0

EDF

— 2

020

At a

gla

nce

00-01

02-03

04-05

06-07

08-09

10-11

12-13

14-15

16-17

18-19

20-21

22-23

24-25

26-27

Responding to the expectations of our customers through innovation and proximity – that is what EDF is striving to do in an increasingly competitive industry. The Group is committed to understanding customer needs, providing them with tailored solutions, simplifying their day-to-day lives and supporting them on their journey to carbon neutrality. To do so, it has further expanded its range of solutions and services to improve the long-term energy performance of all its customers.

Stepping up solar self-sufficiency Boosted by the Mon Soleil & Moi® and Notre Soleil & Nous® packages, solar installations are rising significantly. Highly appreciated by retail and business customers in France looking to generate and consume their own green energy, the panels can be installed on roofs or carports. With 20% market share of the residential market held by the EDF subsidiary ENR, the Group is the leading provider of solar self-sufficiency solutions in France with over 10,000 installations carried out for retail customers, including over 5,000 installed in 2019, and around 100 for industrial and tertiary customers.

Supporting our customers during the Covid-19 crisis Faced with this unprecedented health and economic crisis, EDF immediately stepped up. For retail customers, the Group has also suspended cutting off all energy supplies, reducing power or applying late payment penalties until 1 September 2020. Nearly 3,000 advisors and over 200 community advisors have continued to assist social workers. The SMEs eligible for the Solidarity Response Fund set up by the French government have been able to delay bill payments. In addition, EDF has begun processing invoices more quickly for its SME suppliers. Furthermore, the 1,200 technicians of our subsidiary Dalkia have been working hard to ensure healthcare establishments remain in proper working order.

A new market in low-carbon hydrogen95% of hydrogen is still produced from fossil fuels. By setting up its subsidiary Hynamics, specialised in producing and distributing low-carbon hydrogen through electrolysis of water, EDF is providing a new low-carbon solution to two carbon-intensive sectors – industry (refineries, glassworks, agri-food and chemicals), which currently represents the primary user of hydrogen, and heavy-duty mobility, which uses hydrogen as an alternative to fuel oil and diesel. Hynamics works with local authorities in Dijon (France) to power its refuse collection and utility vehicles.

An increasingly comprehensive service platform with IZI by EDFLaunched one year ago, the digital IZI by EDF platform makes life easier for retail and business customers in France by offering and guaranteeing the services of EDF-partnered tradespeople. It provides a wide range of local services, including energy renovation (isolation and heating), odd jobs, procurement and installation of equipment (solar panels, charging stations for electric vehicles and heat pumps). These turnkey solutions are designed to encourage carbon-free lifestyles and are carried out by EDF group subsidiaries and their selected partners.

SUPPOR-TING OUR

CUSTOMERSto consume less and less

• BE THE ENERGY

FOR CHANGE

©ED

F –

Soph

ie B

ränd

strö

m/P

WP,

©ED

F –

Jean

-Lio

nel D

ias/

PWP,

©ED

F –

CAPA

Pic

ture

s/M

arie

Gen

el, ©

EDF

– Ja

ck Je

ffrie

s – S

hutte

rsto

ck/C

avan

Imag

es, ©

EDF

– Su

saZo

om/S

hutte

rsto

ck, ©

Getty

Imag

es/b

y_ni

chol

as.

9 out of 10 customersare satisfied in France; EDF ranked No. 1 in the UK by Citizens Advice.

51% of heat networks are powered primarily by renewable energy.

47 million customers consult their consumption online (a significant increase).

5.3 million gas customer accounts in our 4 main markets (France, UK, Belgium and Italy).

33.6 million electricity customer accounts in our 4 main markets (France, UK, Belgium and Italy).

EDF

— 2

020

At a

gla

nce

00-01

02-03

04-05

06-07

08-09

10-11

12-13

14-15

16-17

18-19

20-21

22-23

24-25

26-27

Faster growth in energy services Dalkia and its specialised subsidiaries continue to grow, supporting businesses and local authorities as they undergo their energy transition. As the leading operators of heat networks, with 350 in France, Dalkia signed and extended several contracts in 2019, including with Toulouse Métropole, Albertville and Le Havre. The business is also expanding into new geographic regions with the acquisition of Breathe, an energy services specialist based in the UK, to bolster the capacity of Dalkia and EDF Energy subsidiary Imtech to enable its customers to reach carbon neutrality, which is essential to combating climate change.

Electricity to suit all lifestyles: Mes Jours ZenEDF strives to adapt its offers to suit the different lifestyles of its customers and their consumption habits by providing a 30% reduction in the price per kilowatt/hour on the weekend, bank holidays and a chosen day during the week. Named Mes Jours Zen (My zen days), it supplements EDF’s regulated tariffs and the range of electricity contracts available, including Vert Électrique, Vert Électrique Week-end, Vert Électrique Auto and Digiwatt. All our offers give access to the EDF&Moi app so customers can monitor and control their consumption to save up to 12%(1) on their bill. (1) Customers in off-peak hours connect two or three times per month to the online consumption monitoring solution and adapt their behaviour accordingly. Source: EDF.

The first long-term renewable energy contractsCorporate Power Purchase Agreements (CPPAs) intend to safeguard the supply of green energy to businesses while guaranteeing financial visibility for wind and solar farms in France. This innovative kind of contract encourages the development of renewable energy and certifies to customers they are being supplied with green energy generated in France, which differs from standard Guarantees of Origin (GOs). In 2019, increasing numbers of businesses are considering their environmental impact, such as Metro France, Société Générale, MaïsAdour and FEDA signed up to Agregio, the EDF group aggregator.

SUPPOR-TING OUR

CUSTO MERSto consume less and less

DREEV promoting economical and participative electromobility The smart charging feature developed by DREEV, a joint venture set up between EDF and the California-based start-up NUVVE, enables electric vehicles to store unused wind or solar energy in their batteries to recharge the electricity system. Its solutions already equip the fleets of several business customers, who are remunerated for the electricity generated that is reinjected into the network. The idea is to widely apply this innovation as it helps in equal measure to balance the electricity system and develop renewable energy.

©ED

F –

CAPA

Pic

ture

s/St

épha

ne C

ompo

int,

©ED

F –

Adrie

n Da

ste/

TOM

A, ©

EDF

– Je

an-L

ione

l Dia

s/PW

P, ©

EDF

– CA

PA P

ictu

res/

Mar

ie G

enel

, ©Da

lkia

– R

odol

phe

Esch

er.

EDF

— 2

020

At a

gla

nce

00-01

02-03

04-05

06-07

08-09

10-11

12-13

14-15

16-17

18-19

20-21

22-23

24-25

26-27

In France, the Multi-year Energy Programme (PPE), published in April 2020, confirms that electricity generated from low-carbon sources will represent the main channel for bringing about carbon neutrality by 2050. Because in France, 97% of electricity is already carbon-free thanks to nuclear power and renewable energy, EDF plays a major role in achieving this target and stepping up the pace of developing renewable energy while maintaining the same high level of safety, performance and competitiveness of the existing nuclear fleet and Nuclear New Build. EDF will make the ambition of very low-carbon generation a reality by consolidating its hydropower and nuclear plants as well as continuing to develop renewable energy (with a target of doubling installed power across its renewable and hydropower plants from 28 GW in 2014 to 50 GW in 2030) and Nuclear New Build.

€4.3 bn invested in 2019 for nuclear maintenance, primarily in the Grand Carénage programme.

x2 wind and solar capacity under construction, i.e. 4.4 GW.

#1 producer of renewable energy in France and Europe and No. 5 globally (in terms of installed capacity).

557.6 TWh of 90% carbon-free electricity generated, emitting 55 g of CO2/kWh: the carbon intensity of the EDF group is five times lower than the European electricity industry average.

Ramping up

VERY LOW-

CARBONgeneration

• BE THE ENERGY

FOR CHANGE

©ED

F –

Chris

toph

e H

uret

, ©ED

F –

CAPA

Pic

ture

s/Be

njam

in S

egur

a, ©

EDF

– Gu

illau

me

Mur

at/P

WP,

©ED

F –

Getty

Imag

es/L

L28

– iS

tock

, ©ED

F Re

new

able

s/Ch

ris H

ende

rson

, ©Ge

tty Im

ages

/Fra

nk R

amsp

ott.

Major projects in offshore wind power EDF reached a number of significant milestones on the way to achieving its ambitions for offshore wind. In France, the Group is spearheading efforts in the industry, having won four tenders out of seven, including farms off the coast of Saint-Nazaire and Dunkirk, representing a little over 2 GW under development or construction. In Scotland, the project to build the 450 MW Neart na Gaoithe (NnG) farm has begun, and we have a number of promising new developments elsewhere around the world – potentially 2 GW in the US, 500 MW in China and 1 GW in Ireland.

Commissioning France’s second largest hydropower projectAt the hydropower plant in La Coche (Savoie), the new pumped storage plant (PSP) increased its total power by 20% (240 MW), so the facility now generates enough electricity to supply 270,000 people every year. The investment of €150 million underlines the Group’s drive to develop the 5% of hydropower sources not yet exploited in France. Hydropower is the most widely used source of renewable energy throughout the world, generating electricity that is available at any time.

Gradually reducing CO2The EDF group strongly believes that, in order to reach carbon neutrality, it is essential to reduce all emissions, including those of its customers. That is why it decided in early 2020 to sign the “Business Ambition for 1.5 °C” campaign alongside 200 other businesses throughout the world. It also set out an updated road map as to the way in which carbon neutrality will be achieved by 2050 as well as stretching targets concerning the reduction of its direct and indirect CO2 emissions to earn “Science Based Targets Initiative” (SBTI) certification.

Expanding onshore wind powerIn 2019, onshore wind power was significantly expanded, with twice as many projects under way throughout the world compared with 2018, including in particular 300 MW of projects won in India and 400 MW in the Middle East, over 1 GW in construction in the US and around 200 MW commissioned in France.

EDF

— 2

020

At a

gla

nce

00-01

02-03

04-05

06-07

08-09

10-11

12-13

14-15

16-17

18-19

20-21

22-23

24-25

26-27

Ramping up

VERY LOW-

CARBONgeneration

Storage Plan ready to go It is essential to invent new ways of storing electricity in order to expand the use of renewable energy and operate micro-networks in isolated areas with no network access. The Storage Plan launched in March 2018 seeks to develop 10 GW of new storage potential throughout the world by 2035. In 2019, EDF built or secured nearly 0.5 GW of new storage capacity, mobilising a blend of technological solutions alongside production assets, including thermal storage (in Morocco) and li-ion batteries (in Guadeloupe and the US). An essential component of innovation, research has led to the development of the first demonstrations of zinc-air batteries and will step up as more resources are made available (including new testing laboratories and €16.9 million of investment in start-ups). EDF has also bolstered its competitive edge by acquiring a UK-based battery storage project developer (Pivot Power with a potential portfolio of 2 GW capacity) and a business specialising in electric vehicle charging systems in the US (PowerFlex).

97% of investment in low-carbon resources In order to bolster its position as a champion of low-carbon growth, the EDF group is ramping up the development of renewable energy and continuing to invest in nuclear power and its networks. Investment in resources that are already carbon-free or facilitate the integration of more renewable energy accounted for €13.5 billion in 2019, representing approximately 97% of the Group’s net investment (excluding divestment programmes).

Launching the Excell PlanAnnounced in late 2019, the Excell Plan seeks to achieve the highest level of safety, quality and excellence in nuclear power, to allow this carbon-neutral source of energy to continue to fully assume its role in the fight against climate change. Rolled out in 2020, it is built around three areas – raising industrial quality, enhancing skills and improving the governance of major nuclear projects.

Successful launch of the Solar PlanUnveiled in late 2017, the Solar Plan positioned EDF as the leading provider of photovoltaic power in France, targeting the development of approximately 1 GW per year on average between 2020 and 2028 to reach 30% of market share by 2035. The preparatory phase is drawing to a close, having built a solid foundation to develop future ground-mounted solar power plants. The Group has secured 2,000 hectares of land and planning permission at end-2019 to install 500 MWp of facilities, in addition to the Luxel group’s near 1 GWp of projects waiting to be developed, acquired in early 2019.

©ED

F –

Agen

ce R

ÉA/D

enis

Alla

rd, ©

EDF

– Al

exis

Mor

in, ©

EDF

– Th

ierr

y M

oure

t, ©

EDF

– CA

PA P

ictu

res/

Nab

il Zo

rkot

, ©ED

F Re

new

able

s/Ch

ris H

ende

rson

, ©Ge

tty Im

ages

/Clu

.

EDF

— 2

020

At a

gla

nce

00-01

02-03

04-05

06-07

08-09

10-11

12-13

14-15

16-17

18-19

20-21

22-23

24-25

26-27

Unlocking the potential of biomass in Côte d’IvoireBiomass is the largest source of renewable energy in sub-Saharan Africa. In Côte d’Ivoire, EDF and its partners (Meridiam and Biokola) will design, finance, build and operate the largest biomass plant in west Africa from 2023. It will be powered using agricultural waste from the 12,000 local farmers and will meet the electricity needs of the equivalent of 1.7 million people. Throughout the 25-year concession contract, the plant will reduce CO2 emissions by 4.5 million tonnes.

Exporting expertise in hydroelectric power EDF has been entrusted with the contract to design, build and operate one of Europe’s largest hydroelectric fleets in the last seventy years, enabling many customers outside France to benefit from its technical and environmental expertise. In Dubai, the Group provides project management assistance to the project owner of the first pumped-storage hydroelectricity (PSH). After having conducted the study phase, EDF is now overseeing the project’s construction. In Israel, the country’s first PSP (300 MW) is currently being finalised under a similar type of contract.

First hydroelectric facility in BrazilAfter five years under construction, EDF has commissioned its largest hydropower plant outside France in the last ten years. The Sinop dam operates in a 337 km2 dam in the Brazilian state of Mato Grosso. This facility uses two 200 MW hydroelectric generators and now produces enough electricity to supply 1.6 million homes. It is operated by EDF and the long-term future of its electricity sales is guaranteed through 30-year Corporate Power Purchase Agreements.

Throughout four continents, EDF exports its expertise in nuclear energy, renewable energy and energy services. While bolstering its position in the UK, Italy and Belgium, the Group realises targeted investments outside Europe focusing primarily on low-carbon generation, storage and engineering service projects. The Group notched up a number of major successes in hydroelectric power in 2019. By 2030, EDF is looking to triple its business outside France.

Supporting the energy transition

ABROAD•

BE THE ENERGY FOR CHANGE

A second EPR commissioned in ChinaNine months after the commercial launch of the first unit at the Taishan facility, the second EPR was commissioned on schedule in September 2019. This plant can generate up to 24 TWh of electricity per year, the equivalent of the annual energy consumption of 5 million people. Each year, it will avoid 21 million tonnes of CO2 emissions. Since entering into service, the two EPRs have reached excellent levels of performance, confirming the effectiveness of this technology.

2 new EPRs in operation in China.

520,000  people supplied with electricity in Africa.

30 million people provided with lighting by Citelum worldwide.

1,000 MW solar and wind energy portfolio in Brazil.

©ED

F –

Phili

ppe

Bour

geoi

s, ©

EDF

– Ph

ilipp

e Er

ania

n/TO

MA,

©ED

F –

L8 F

ilmes

, ©ED

F –

Thie

rry

Mou

ret,

©ED

F –

Agen

ce S

ipa/

Jean

-Luc

Pet

it, ©

EDF

Lum

inus

/Oliv

ier P

irard

.

00-01

02-03

04-05

06-07

08-09

10-11

12-13

14-15

16-17

18-19

20-21

22-23

24-25

26-27

EDF

— 2

020

At a

gla

nce

TO SUCCEED,

EDF is transforming itself and its employees

Hea

lth

& sa

fety

Dig

ital t

echn

olog

y an

d ne

w w

ays

of w

orki

ng

Empo

wer

men

t an

d si

mpl

ifica

tion

Skill

s

Reco

gniti

on

5drivers

of transformation

Because the energy industry and ways of working are changing at remarkable speed, EDF must completely overhaul

the way it operates if the Group is to achieve the strategic objectives set out

in its CAP 2030 plan. Digital technology helps to empower employees,

making it pivotal to the transformation of the entire company and its procedures.

©ED

F –

Stép

hani

e Ja

yet/

PWP.

EDF

— 2

020

At a

gla

nce

00-01

02-03

04-05

06-07

08-09

10-11

12-13

14-15

16-17

18-19

20-21

22-23

24-25

26-27

Collective intelligence to orient the company’s strategy and action Over the last two years, the “Parlons Énergies” initiative (Let’s talk about Energy) has distinguished itself as a powerful tool to harness the collective intelligence of EDF employees and drive the Group forward on all fronts. As a large-scale forum for internal dialogue and consultation that makes it possible to organise, compile and relate employees’ thoughts, “Parlons Énergies” represents a remarkable pool for ideas, innovation and ambitions to inform the Executive Committee regarding the implementation of the Group’s strategy. It also helps to ramp up the pace of its transformation. After employees identified 20 challenges in 2018, over 700 of them are currently working in Group start-ups to develop tangible solutions to respond to a considerable range of issues including EDF’s proximity with regions, organisational agility and electric mobility. In 2019, “Parlons Énergies” has enabled employees to take part in defining the Group’s purpose and implementing the French Multi-year Energy Programme.1 online suggestions platform.60 dialogue sessions throughout France in 2019.Over 4,000 suggestions to define EDF’s purpose.

Working differently to unleash energyFor the Group to achieve the ambitions set out in the CAP 2030 plan, it has to be able to rely on the involvement and creativity of each and every one of its employees. That is why it is reconsidering traditional hierarchical models. EDF conducts numerous initiatives to modernise its managerial practices and simplify its structure to enhance agility and efficiency. In 2019, the Group has involved all its entities in a widescale change process to promote and extend empowerment. Over 500 teams have already adopted new ways of working, notching up initial successes in health and safety and performance.

Harnessing intrapreneurship to ramp up innovationInnovations that are already on the market or currently being developed, such as the IZI by EDF services platform, the Metroscope software to identify industrial performance losses and the LotuSun pivoting floats that increase the efficiency of solar power plants on water and snow, were championed by EDF employees and supported through the EDF Pulse Croissance incubator. Recognised at the EDF annual Pulse Awards, these projects designed by employees reinforce the Group’s competitive edge, sometimes open new business and create value for customers. Through its open innovation Labs and joint development efforts with start-ups outside the Group, the intrapreneurship programme gives considerable momentum to build the company of tomorrow with the employees of today. 30 participative innovation hubs in the Group.

Digital technology to facilitate the transformationDigital technology is helping to reinvent EDF’s relationship with its customers, its solutions and industrial generation activities, in addition to strengthening the Group’s technological expertise and skills as well as simplifying its ways of working. Over the last year, employees in the Greater Paris area have been able to choose to work from the EDF site closest to where they live instead of working from home or their standard place of work. The Group’s digital transformation has been considered as part of an integrated strategy fuelled by annual discussions as part of Project Y, a group of 30 employees under the age of 35 tasked by the Executive Committee to bring about change. Their ideas as to how to improve the employee experience, set out in 2019, are being implemented, in particular regarding changes to work spaces and less energy intensive digital uses. An in-house academy focused on the new professions emerging as a result of digital technology was also set up. The data collected through EDF’s various activities represent a crucially important strategic asset. Over the last two years, the Data Analytics Factory has been extracting the value from the data collected by generating electricity, which has helped to make significant strides forwards in terms of performance, especially to optimise and anticipate maintenance work. Building on this success, EDF launched a second factory in 2019 to extract value from data collected through its various Group-wide activities (such as purchasing, IT, property and HR).

proj

ects

subm

itted

to th

e 20

19 E

DF a

nnua

l Pul

se

Awar

ds a

nd n

ine

win

ners

.

empl

oyee

s fro

m a

cros

s th

e en

tire

Grou

p in

volv

ed

since

Janu

ary

2018

.

TO SUCCEED,EDF is transforming

itself and its employees

COV I D -19

Widespread reorganisation and mobilisation In its effort to remain operational and community minded during the Covid-19 crisis, the EDF group has been entirely focused on maintaining public service continuity, ensuring the safety of energy installations and, of course, protecting the health of its employees and service providers. At the end of January, at the start of the epidemic in China, EDF activated a crisis unit in Paris to coordinate the deployment of strict hygiene measures (implementation of protective measures and putting a stop to face-to-face meetings and business travel) and put in place a health watch. A group of experts is working on potential scenarios regarding the way in which this unprecedented situation may evolve over time.

As an operator of essential services, EDF already has a pandemic response plan in place and, on 2 March, it entered “crisis mode”, meaning all employees wherever possible started to work from home and operations at generating facilities were reduced to the strict minimum, with rotas put in place between teams to minimise contact between people.

When the French government imposed general lockdown measures, the Group reorganised its operations in just a few days, while maintaining constant dialogue with unions and employee representatives. Working from home, over 80,000 employees, including 3,000 customer service advisors, have maintained contact with retail customers, businesses and local authorities to implement the support strategies put in place. In the field, EDF’s technicians have kept essential energy equipment in proper working order to safeguard operations for our customers. Never before has the notion of public service meant so much than during these challenging times.

€1 in

vest

ed in

the

Da

ta A

naly

tics P

rodu

ctio

n Fa

ctor

y

= €1

5 in

per

form

ance

gai

ns.

©ED

F –

Patr

ice

Dhum

es, ©

Getty

Imag

es/S

hton

ado.

EDF

— 2

020

At a

gla

nce

00-01

02-03

04-05

06-07

08-09

10-11

12-13

14-15

16-17

18-19

20-21

22-23

24-25

26-27

For the climate• A carbon neutrality ambition by 2050,

committed • Electricity output of 557.6 TWh, 90% decarbonised(2) with emissions of 55 g of CO2/kWh(3) in 2019

• EDF, a water sharing player: water intensity of 0.87 l/kWh in 2019(4)

Sustainable Development Goals – United Nations

For customers• High customer satisfaction level• More than 894,000 struggling

customers received energy assistance(5)

For partners and territories• ~ 100 academic and industrial

partnerships• SMEs account for between 22% and 26%

of EDF and Enedis procurements• Nearly 213,000 direct and indirect jobs

generated(6)

• Nearly 90% of projects are subject to consultation(7)

For employees• An employee engagement index of 64%(8)

• Women represent 27.3% in Management Committees(9)

• An average salary equity ratio(10) of 6.8

SuppliersPurchases(11)

€44 bnEDF group Global CSR Agreement

A solid financial base• Total consolidated balance sheet:

~ €300 billion• No. 1 investor among European

utilities (€14 bn in 2019)

A strong CSR commitment• A rating Climate Change• No. 2 • Nearly €10 bn of green

& sustainable funding

“Raison d’être” of EDF(1)

To build a net zero energy future with electricity and innovative solutions and services, to help save the planet and drive wellbeing and economic development.

Our 6 CSRG(1) at the heart of our performance

ELECTRIC MOBILITY PLAN

30% market share(2)

on the supply of electric vehicles and a major

operator of recharging infrastructures

SOLAR PLAN

30% market sharein the French solar

photovoltaic market by 2035

ELECTRICITY STORAGE PLAN

+10 GW of capacityworldwide

by 2035

Value creation – 2019Business modelAssets and resources20

19

A programme of TRANSFORMATION and industrial, financial and humain PERFORMANCE

And the implementation of 3 plans

supported by

Climate change

Human development

Energy precariousness

Energy efficiency

Dialogue and consultation

Biodiversity

(1) Consolidated scope. Counted per site.(2) EDF SA scope excluding French overseas departments and Corsica.(3) Group scope.(4) FTEs (full-time equivalent) at Group level.(5) Enedis distribution network under concession.

Sales€71.3 bn

EBITDA€16.7 bn

Net incomeexcl. non-recurring items

€3.9 bn

(1) Approved at the General Meeting of 7 May 2020.(2) In France, the United Kingdom, Italy and Belgium.

Three strategic priorities:

Customer proximity

Creating new decentralised competitive solutions,

new customised energy services and smart grids

Low-carbon productionRebalancing the production mix by accelerating the development of renewable energies and guaranteeing the safety and performance of existing and new nuclear power

International development

Expanding into new territories by developing our low-carbon solutions in growing countries,

while strengthening our position in Europe

(1)Corporate social responsibility goals. (2) Direct CO2 emissions, excluding life cycle analysis (LCA) of fuel and production means. (3) CO2 emissions due to heat and electricity generation. Group scope. (4) Water consumed electrical production of fleet. Group scope. (5) Scope EDF SA + ÉS. (6) France excluding Corsica and Overseas. Nuclear DPNT and DIPNN (including EDVANCE) and DTEAM and non-fuel purchases. (7) In accordance with the Equator Principles. Group Scope. (8) MyEDFGroup internal survey. (9) Group Scope. (10) EDF SA perimeter – ratio established in accordance with the guidelines published by Afep. (11) Consolidated purchases and other external expenses. (11) Consolidated taxes, including income taxes. (13) Consolidated personnel expenses. (14) Rate applied to net income excluding non-recurring items adjusted for the remuneration of hybrid bonds accounted for in equity.

Customer proximity• 33.6 million customers in electricity

and 5.3 million customers in gas(1)

• Leading brands : EDF, Edison, Luminus, Dalkia

• 47 million customer visits on digital consumption monitoring platforms(2)

A human ambition• 165,000 employees(3)

• 80% of employees attended a training during the year(3)

An ambitious innovative ecosystem• EDF Pulse Croissance, a structure

dedicated to incubation and support for start-ups, with a financing capacity of some €60 M in 2019

• More than 2,700 R&D employees(4)

• R&D consolidated budget of €713 M en 2019

Major industrial assets• 122.3 GW of electricity

generation capacity(3)

• An integrated nuclear industry• EPR technology• A 33 GW pipeline of renewable

wind and solar projects(3)

• 1.4 million km of distribution network(5)

• 26 million smart meters installed(3)

• 340 heating and cooling networks operated by Dalkia

Sharing added value with our stakeholders

States and territoriesTaxes(12)

€5.4 bn

Shareholders dividendsTarget distribution rate(14)

45%-50%

EmployeesRemuneration(13)

€14 bn

EDF

— 2

020

At a

gla

nce

00-01

02-03

04-05

06-07

08-09

10-11

12-13

14-15

16-17

18-19

20-21

22-23

24-25

26-27

2019, continuation of rebound in the financial performance recorded in 2018

EBITDA 2019in billion of euros

Sharp increase in Group's EBITDA, which came in at the high end of the target range…

(1) Data published for the 2018 fiscal year were restated to take into account the E&P operations currently being disposed of.(2) The financial statements at 31 December 2019 apply IFRS 16 from 1 January 2019 (using the modified retrospective approach). In accordance with the new standard’s transition provisions, the comparative figures have not been restated.(3) Organic change at comparable scope, standards and exchange rates. (4) Excluding Hinkley Point C and Linky.

… and the cash flow target was also exceeded by a wide margin.

2019 cash flow up €1.8 bn(4) compared with target of over €0.6 bn €1.8 bn

… and comes despite a drop in nuclear output in France and the UK, as well as poor hydrological conditions in France.

Nuclear output in Francein TWh

Nuclear output in the UKin TWh

Hydropower output in France(2)in TWh

(1) Organic change at comparable scope, standards and exchange rates. (2) Hydropower output excluding island energy systems before deducting pumped-storage volumes.

This performance is mainly attributable to

better price conditions in France and the UK…

... buoyant operations in “development and sales of structured assets” at EDF Renewables...

Organic growth of 8.4%(3)

0

2

4

6

8

10

12

14

16

2018 (1) 2019 (2)

14.9

16.7 €16.7 bn€16.0 bnTarget range

Cash flow generation three times greater than target.

€2,230 M

+33.5%organic growth(1) compared with 2018

0

200

400

600

800

1000

1200

2018 2019

of which EBITDA generation 903

856

1,193

of which EBITDA generation 917

0

10

20

30

40

50

60

70

2018 2019

51.0

59.1

In connection with the extended shutdowns of Hunterston B and Dungeness B in 2019.

0

100

200

300

400

2018 2019

379.5393.2

–3.5%compared with 2018

0

10

20

30

40

50

60

70

2018 2019

39.7(2)

46.5

–14.6%compared with 2018

–13.7%compared with 2018

2018(1) 2019(2)

EDF

— 2

020

At a

gla

nce

00-01

02-03

04-05

06-07

08-09

10-11

12-13

14-15

16-17

18-19

20-21

22-23

24-25

26-27

0

5

10

15

20

2015 2019 2023

Continual commitment tolow-carbon growth

Some 97% of the Group’s net investments contribute to decarbonising the electricity system.

Some 95% of R&D operating budgets in France dedicated to electricity system decarbonisation and transition.

Total net investments (excluding Group acquisitions and disposals 2019-2020)in billions of euros

Construction starts doubled for wind and solarin GW

Balanced portfolio of solar and wind projectsin GW

Target of 18 GW net installed capacity in 2023in GW

NB: values correspond to the expression to the first decimal or integer closest to the sum of the precise values, taking into account rounding.

Acceleration in development of renewables.

€13.5 bnNet investments in:– renewable and nuclear

power generation;– electricity grids;– energy services.

€13.9 bn

Energy solutions and services, mobility and digitilisation

€102 M20.9%

Electricity system and market studies€45 M

9.5%

Fossil-fired power plants€2.2 M

0.4%

€485 M

Electricity grids€50 M

10.4%

Electricity generation (nuclear and renewables) and storage€264 M

54.4%

Other (intellectual property, standardisation, partnerships, etc.)

€21 M4.4%

A large part is financed through Green Bond issues, with EDF Renewables using them to finance over €485 M-worth of projects in 2019.

0

1

2

3

4

5

2018 2019

x2

2.2

4.4

Wind16.8 GW

51%

Solar16.3 GW

49%

33.1 GW gross

A part will be financed by new Green Bond issues, the framework for which was reviewed in January 2020 to include new categories of projects.

+0.7 GW/yr

+2.1 GW/yr

6.8

9.6

18.0

EDF

— 2

020

At a

gla

nce

0

10

20

30

40

50

60

70

80

2013 2017 2018 2019 2023 2030 2050

0

2023 milestone* 2030 milestone* 2050 target

EDF group

EBITDA by reporting segmentIn billion of euros

(1) Consolidated data. (2) Including marine energy 0.5 TWh. (3) Direct emissions excluding the life cycle analysis of generating plants and fuel. * Process begun to obtain Science Based Targets Initiative certification.

Other international 2%

EDF Renewables 7%

Dalkia 2%

€16.7 bn

Other 3%

46% France – Generation and supply activities

Framatome 1%

France – Regulated activities(5) 31%

Italy 3%

United Kingdom 5%

Installed capacity(1)in GWe

Hydropower(6)

21.6 GWe18%

Gas12.1 GWe

10%

122.3 GWeNuclear73.0 GWe

60%

Coal3.7 GWe

3%Other renewables

7.8 GWe6%

Fuel oil4.1 GWe

3%

€71.3 billion:sales(1) +3.5% organic growth(2)

EDF group has committed to achieving carbon neutrality in 2050 through:– almost no direct emissions; – as great as possible

reduction in indirect emissions under national policy frameworks;

– offsetting of residual emissions through negative emission projects.

Fully consolidated company data at 31 December 2019. The values correspond to the expression to the first decimal or integer closest to the sum of the precise values, taking into account rounding. (1) The financial statements at 31 December 2019 apply IFRS 16 from 1 January 2019 (using the modified retrospective approach). In accordance with the new standard’s transition provisions, the comparative figures have not been restated. (2) Organic change at constant scope and exchange rates. (3) The number of customers corresponds to the number of gas and electricity delivery points. As of 2018, customers are counted per site; a customer can have two delivery points: one for electricity and another for gas. The number of electricity sites at end-2018 was 34.7 million, of which 28.2 million in France (EDF in mainland France, excluding ÉS). The number of gas sites at end-2018 was 5.1 million, of which 1.5 million in France (EDF in mainland France, excluding ÉS). (4) Direct emissions excluding the life cycle analysis of generating plants and fuel. (5) Regulated activities: Enedis, ÉS and island activities; Enedis, an independent EDF subsidiary as defined in the French energy Code. (6) Including marine energy: 0.24 GWe.

Zero or almost zero direct greenhouse gas emissions(3) in 2050 in MtCO2eq

81

51

Reduction in Group’s direct emissions raised

from 40% to 50% by 2030

compared with 2017

36 33

Electricity generation(1)in TWh

Heat generationin TWh

Other3 TWh

11%

31 TWh

Gas17 TWh

57%

Coal1 TWh

3%

Renewables9 TWh

28%

Fuel oil0.3 TWh

1%Hydropower(2)

44 TWh7.9%

Gas49 TWh

8.8%

557.6 TWh

Nuclear438 TWh

78.5%

Coal 3 TWh 0.6%

Other renewables18 TWh

3.3% Fuel oil 5 TWh 0.9%

€16.7 billion:EBITDA +8.4% organic growth(2)

38.9 million:customer sites(3) (33.6 M electricity and 5.3 M gas)

164,727employees

90%:carbon-free generation(4)

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

SA share capital €1,551,810,543 552 081 317 RCS Paris

www.edf.fr

Edito

rial d

esig

n: C

omm

unic

atio

n Di

visio

n –

Desig

n:

– C

opyr

ight

regi

stra

tion:

ISSN

pen

ding

. EDF

gro

up is

ISO

140

01 c

ertif

ied

– M

AY 2

020.

©ED

F –

Stép

hani

e Ja

yet/

PWP