RWE npower Investor Meeting. Paul Massara, CEO RWE npower 23 April 2013

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1 RWE npower Investor Meeting Paul Massara, CEO RWE npower 23 April 2013

2 After the Generation split, the retail business has been fully aligned with our core customer segments Executive Committee Domestic Markets SME Markets I&C Markets Energy Services Business Units Sales Portfolio Management Regulation and External Affairs Strategy Finance HR Risk Control Support Functions allowing us to better focus on our customer needs and build trust RWE npower PAGE 2

3 RWE npower has improved its operating result by 121m in 2012 npower operating result 359m m m 194m Retail Generation npower has performed well - operating result is 34% higher than 2011 RWE npower PAGE 3

4 RWE npower s retail business has started to build a profitable business across all of its customer segments B2C and B2B EBITDA retail margin evolution - Source: Ofgem CSS accounts 6 4.5% 4 2.8% 2 1.0% % -0.5% -4.5% -4 B2B EBITDA margins % -6 B2C EBITDA margins % Despite a challenging environment we will continue this positive momentum RWE npower PAGE 4

5 All suppliers face a challenging environment due to changing socio-economic & regulatory pressures Market Challenges Socio-economic Media pressure Political Football Rising prices Slower economy Ageing population Focus on Fuel Poor Regulatory Intervention Retail Market Review Tariff Simplification Bill simplification SMART roll-out Green Deal & ECO Warm Homes Discount Electricity Market Reform RWE npower PAGE 5

6 The impact of these challenges are also felt by our customers Average Domestic Customer Dual Fuel Bill, 1,526 1,673 1,103 1,162 Government Influenced Energy Costs Policies and Tax Network Costs Energy Costs Supplier Costs Supplier Influenced Source: RWEn Internal projections of UK market average As prices rise, customers will increasingly seek energy solutions to reduce their bills we need to ensure it is RWE npower they trust to deliver these RWE npower PAGE 6

7 However, we acknowledge the challenge is even more acute for us Example: Domestic opex per account vs Which? Customer satisfaction scores 120 Improve quality and decrease costs Reduce costs while maintaining quality Opex per account 0 Best in class Satisfied Customers 30% 60% and our response WILL be robust - we are strategically repositioning! RWE npower PAGE 7

8 How are we going to get it right? RWE npower PAGE 8

9 Between 2013 and 2015 we are undergoing a customer transformation programme across our entire business 2013 CTP will embed the core competencies to grow our business in a sustainable way Workstream Leadership & Direction Creating a high performance, customer oriented culture End to End E2E customer journey excellence Operational Excellence Redefining the target operating model Activity Change leadership Performance dialogues Vision and compelling Improve steering model Driving performance Focus on customer journeys Improving customer experience driving out bad costs Drive to e-commerce Portfolio balance of initiatives De-layering Re-defining property portfolio Out sourcing low value transactional activities RWE npower PAGE 9

10 B2C Focus: on achieving 100m cost base reduction and improving customer numbers through the build up of trust Strategic Priorities Customer transformation Programme / Atlas Improve customer satisfaction ranking from 6th to 4th Reduced cost base to improve market competitiveness Initiatives and Expected Benefits Initiatives and Expected Benefits Improved customer experience and processes delivered through CTP, building customer trust Efficiency improvements through Atlas and CTP to reduce cost base by 100m 2013 Write-off reduction Reduce write-off through revenue leakage initiatives and improved debt management Improved debt management processes to reduce debt cost by 26% Decrease debt exposure through product optimisation increase Direct Debit % from 65% to 67% of base Commercial targets Reduce churn Maintain customer base Increase ES product holding Implement RMR tariff simplification and improved customer experience from CTP Reduce churn from 11.6% to 10.9% and maintain core base of c6.4m accounts Cross sell 50% more boiler cover sales to core energy base RWE npower PAGE 10

11 B2B SME: Focus on re-balancing portfolio towards higher value customers & reducing debt 2013 Strategic Priorities Re-positioning of SME portfolio to increase share of higher consuming customers Increase acquisition rates to grow customer numbers Initiatives and Expected Benefits Initiatives and Expected Benefits Growth in average consumption by 20% and in high volume retention by 1.8% through improved acquisition supported by better data, and in retention, supported by smarter renewal journeys Increase customer numbers by 10,000 a year (MPAN basis) through better data procurement and tailored marketing activities to identify and focus on sectors with a significant proportion of the >10MWh market Reduce debt as a proportion of turnover Reduce core power debt by 12.7% through process improvements in late billing, query management and collections Reduce power and gas bad debt charges from 6.5% and 4.1% in 2012 to 4.1% and 3.3% by 2015 respectively RWE npower PAGE 11

12 I&C: Focus on retention of key power accounts and building up capabilities to compete in Gas 2013 Strategic Priorities Retention of key power contracts and identification of opportunities for post sales contract optimisation Build MM Gas position Initiatives and Expected Benefits Initiatives and Expected Benefits Increased understanding of customer universe and where value is created (pricing insight) Better sharing of customer insight across teams to allow more focused targeting and cross-sell (sales insight) More refined segmentation and customer value modelling permitting greater focus on highest value customers Gas Pilot/Diversification Project: Grow market share, delivering additional margin p.a. from 2014, equating to an additional +13% EBITDA in 2014 and +12% in 2015 RWE npower PAGE 12

13 BY 2015 WE LL BECOME THE MOST TRUSTED AND HIGH PERFORMING PROVIDER OF ENERGY SOLUTIONS TO OUR CUSTOMERS HOMES, BUSINESSES AND COMMUNITIES RWE npower PAGE 13

14 RWE npower s strategic vision promotes sustainable energy, through optimal balance between people, planet & profits We will be known as the company that > Delivers on its promises to customers, employees, shareholders and government > Provides energy at a fair price but with exceptional service > Is trusted has honest conversations so that people will buy energy solution products and services from us > Provides information and tariffs in a clear and simple manner, enabling customers to capture greater control of their energy usage > Provides energy solutions that are customer-focused and that help people to manage their energy costs and risks > Invests and supports a high performance culture where all of our people are able to make a visible contribution to the success of our business Above all we will be getting it right for our customers RWE npower PAGE 14

15 Our strategic response will go beyond previous initiatives, delivering sustainable growth for RWE npower Cost Reduction Organisational Change Investing in Our People Performance Culture Regulatory Influence Customer Focus Value Creation Solution Innovation Fit For Future Project Strand CTP npower strategic vision We will be looking to evolve our business model using a capital light structure, to avoid unnecessary risks RWE npower PAGE 15

16 Outlook Performance of RWE npower for 2013 Guidance for fiscal year 2013*: above last year Efficiency improvements Growth of business with commercial customers Higher burdens from governmental programmes 2012 pro forma 2013e * 2012 results are pro forma result due to the change in the reporting structure Source: Full year 2012 analyst and investor conference call on 5 March 2013 RWE npower PAGE 16

17 Outlook post-2013 Our aim is to become Number 1 in customer experience of the energy industry s biggest players by end 2015 RWE npower is fully included in the RWE 2015 programme to deliver efficiencies across the Group Customer Transformation Programme enduring programme and shift in culture Final implementation of a new billing and CRM system will improve customer experience and support operating cost reductions Energy efficiency obligations will become an increasingly relevant part of the cost of supply to domestic customers and potentially business customers RWE npower PAGE 17

18 Q&A

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