AREVA Business & Strategy overview. September 2013

Transcription

1 AREVA Business & Strategy overview September 2013

2 Notice Forward-looking statements This document contains forward-looking statements and information. These statements include financial forecasts and estimates as well as the assumptions on which they are based, statements related to projects, objectives and expectations concerning future operations, products and services or future performance. Although AREVA s management believes that these forward-looking statements are reasonable, AREVA s investors and shareholders are hereby advised that these forward-looking statements are subject to numerous risks and uncertainties that are difficult to foresee and generally beyond AREVA s control, which may mean that the expected results and developments differ significantly from those expressed, induced or forecast in the forward-looking statements and information. These risks include those explained or identified in the public documents filed by AREVA with the AMF, including those listed in the Risk Factors section of the 2012 Reference Document registered with the AMF on 03/28/2013 (which may be read online on AREVA s website AREVA makes no commitment to update the forward-looking statements and information, except as required by applicable laws and regulations. AREVA Overview September 2013 p.2

3 Contents Introduction to AREVA Developments at AREVA Action 2016 strategic plan Nuclear: a critical path to the solution Performances and objectives by BG AREVA financials Appendices AREVA Overview September 2013 p.3

4 Energy market fundamentals support development of nuclear and renewables Macroeconomics Energy demand: x2 by 2050 Geopolitics Energy independence and security of supply imperative WEO New Policies Scenario Resources Increasing difficulties in extracting resources leading to higher prices Demand in nuclear energy* +1.9% / year Environment GHG emissions reduction goal of 50% by 2050 Demand in renewable energies* +2.5%** / year Economics Need of mastered, stable and predictable energy costs * Billions of toe ** Including hydraulic energy AREVA Overview September 2013 p.4 Introduction to AREVA

5 change in the energy mix forecast Demand for primary energy in Gtoe per year Compound annual growth rate Coal +0.8% Oil Natural gas Nuclear +0.5% +1.6% +1.9% Renewables +2.4% Gtoe: Gigaton of oil equivalent Source: AIE World Energy Outlook 2012 AREVA Overview September 2013 p.5 Introduction to AREVA

6 Advantages of nuclear power and renewable energies in the electricity mix Resources Reserves Environment Greenhouse gas emissions (g CO 2 / kwh) Economics Electricity production costs ( /MWh) Flexibility Availability Nuclear 100 years Very low ~ 60 Renewables unlimited Very low Wide cost range Expected to decrease intermittency Coal 130 years 800 > 70 Natural Gas 60 years Source : AREVA analysis AREVA Overview - September 2013 p.6 Introduction to AREVA

7 Forecasts converge toward a significant increase in installed nuclear capacity by 2030 Forecasts by international organizations World installed nuclear capacity in 2030 (Net output, GWe) WNA high scenario (2011) 790 IAEA high scenario (2011) 745 WEO 450 ppm scenario (2012) 699 WNA reference scenario (2011) 614 AREVA (2011) 583 WEO - Reference scenario (2012) 551 IAEA low scenario (2011) 500 Installed nuclear capacity, 2011: 368 GW 1. AREVA estimate based on Kepco s announcement of its commercial target (80 reactors by 2030, i.e. 20% of the market). Source: AREVA Strategic Action Plan, 2011; annual reports AREVA Overview - September 2013 p.7 Introduction to AREVA

8 Nuclear scenario: differed but confirmed growth AREVA 2011 scenario (GWe) Reassessed at end-june 2011 Change in global installed base (GWe) o.w 47GWe in Japan 20GWe in Germany AREVA s s business model allows it to capture market opportunities in all segments AREVA Overview - September 2013 p.8 Introduction to AREVA

9 Major energy policy developments announced since Fukushima Electricity Market Reform (EMR) to support the production of low-carbon power Certification of the EPR reactor: only Gen III+ reactor certified in the UK Construction permit issued to EDF Energy for 2 EPR TM reactors at the Hinkley Point C site Country's nuclear policy confirmed by the French Nuclear Policy Council ASN report on Supplementary Safety Assessments (SSA) and nuclear operator proposals submitted to the ASN after the SSA Cour des Comptes (audit commission) report on costs in the nuclear industry Result of call for tenders in offshore wind Energy transition debate ongoing Nuclear power plant lifecycle extension projects Green light for the start of new reactor projects, with priority given to Gen III Connection to the grid of new Hongyanhe 1 reactor Election of the liberal party, supportive of nuclear energy New nuclear safety authority implemented Application of 4 Japanese utilities to restart 12 reactors 2012 WEO report: strong and stable outlook for the group's business segments AREVA Overview - September 2013 p.9 Introduction to AREVA

10 Update on France: nuclear remains strategic New French government s objective is to reduce France s dependence on nuclear power to 50% by 2025 from the current 75% S&P : In our view, this objective will be tough to implement and subject to political shifts Decisions taken regarding the French nuclear fleet: The oldest French Nuclear Power Plant, Fessenheim, is the only one to be shut off during the 5-years mandate of the government Flamanville 3 will be completed Strong support from the French government to nuclear industry Nuclear is an industry for the future A. Montebourg, French Economic Regeneration Minister Nuclear is an industry that has a future [ ] and on which we will continue to rely sustainably D. Batho, former Minister of Ecology National Energy Debate: draft law proposal during fall 2013 AREVA Overview - September 2013 p.10 Introduction to AREVA

11 Offshore wind market (Europe) Renewable Energies market: accelerated growth expected Estimated average annual market size in volume Sources: IEA World Energy Outlook for CSP and Bioenergy, AREVA forecasts for Offshore Wind (WEO does not distinguish onshore/offshore) Solar CSP market (World) Bioenergy market (World) (MW) (MW) (MW) 4,700 Other Asia / Oceania India China Europe North America Middle-East and Africa 5,160 7,317 Other Asia / Oceania Middle-East / Africa India Latin America Europe Other Europe North America 2,340 France Germany UK 1,010 1,561 China AREVA s s positioning on renewable market: selected growing activities AREVA Overview September 2013 p.11 Introduction to AREVA

12 AREVA is a global leader in solutions for power generation with less carbon > 80% of group revenues come from recurring activities AREVA Overview September 2013 p.12 Introduction to AREVA

13 AREVA in figures 45.4bn backlog at 12/31/2012 Geographic distribution of 2012 revenue 9.342bn in revenue in ,513 employees Europe 61% 61% Incl. France 36% Incl. O/w Germany France 35% 9% O/w Germany 11% in 25 countries 900 experts 8,000 patents North & South America 19% 17% 2% Africa & Middle East 18% 20% Incl. O/w Japan 5% 8% Asia Pacific 5% of sales devoted to R&D AREVA Overview September 2013 p.13 Introduction to AREVA

14 AREVA benefits from well established leading positions across the nuclear power chain Market share in key markets by BG Reactors & Mining Front End Back End Services Company [Mkt. Shr] Company [Prod. Capacity / Mkt. Shr] Company Company [Mkt. Shr] Conversion Enrichment Fuel Treatment Recycling [16%]¹ [16%] [20,000 Mt] [26MSWUs ] [37%] [100%] [14%] [14,000 Mt] [16MSWUs ] [32%] [12,500 Mt] [4MSWUs] [3MSWUs] 2 [13%] AREVA is one of the leaders on each market segment AREVA provides products and services to 360 reactors worldwide out of Production available : share of uranium production marketed / distributed (AREVA estimates from companies reports and WNA) 2. Enrichment capacity is low for AREVA in 2012 because of GBI -> GBII transition 3. As at December 31, 2012 Figures as presented in AREVA s 2012 Reference Document AREVA Overview September 2013 p.14

15 AREVA relies on a unique integrated business model Mining / Natural Uranium Front-End Conversion/ Chemistry Enrichment Natural Uranium fuel Reactors and Services Presence across the full nuclear value chain Unrivalled skill base know-how and ability to offer a wide range of services to its customers (one stop shopping) Back-End Treatment Recycling Presence Recent move Current attempt from competitors to replicate AREVA s business model AREVA s Business Model allows it to capture market opportunities in all segments and to benefit from a diversified operating profile AREVA Overview September 2013 p.15 Introduction to AREVA

16 relying on solid foundations: recurring operations Recurring operations: 85% of group s revenue Presence of AREVA in nuclear reactors lifecycle (% of AREVA 2012 revenue) Renewable energies Nuclear new builds Recurring operations Construction Reactors and Services Operations Reactor life extension Decommissioning 8% Mining 15% Back End 3% Front End 22% 5 4 Reactors and Services 29% 3 2 Back End 14% AREVA Overview September 2013 p.16 Introduction to AREVA

17 Backlog at June 30, 2013 Backlog: 5 years of revenue in backlog In value Number of years of 2012 sales revenue in backlog Coverage of 2013 sales revenue forecast (rounded) Mining 11.4bn 8 c. 90% Front End 17.8bn 9 c. 80% Reactors & Services 7.8bn 2 c. 75% Back End 5.7bn 3 c. 80% Renewable Energies 0.7bn 1 c. 75% AREVA Overview September 2013 p.17 Introduction to AREVA

18 95% of all nuclear utilities are AREVA customers AREVA references: 98 reactors built 4 reactors under construction Europe, CIS and Africa 188 reactors in operation ~140 reactors served by AREVA 114 for services 135 for fuel North and South Americas 130 reactors in operation ~130 reactors served by AREVA 126 for services 100 for fuel Asia 119 reactors in operation ~90 reactors served by AREVA 17 for services 90 for fuel AREVA provides products and services to 360 reactors worldwide * * As at December 31, 2012 AREVA Overview September 2013 p.18 Introduction to AREVA

19 An engineering force without equivalent Map of engineering and project resources Germany Finland France Slovakia 6,500 professionals 740 experts 2,500+ projects in hand United States China Partnerships with the world s leading research laboratories AREVA Overview September 2013 p.19 Introduction to AREVA

21 Safety: the linchpin of AREVA's development Safety of our customers Safety of our operations Safety of our products Providing support to utilities: demonstrating and strengthening the safety of their facilities Maintaining the highest level of safety throughout the lifecycle of its nuclear facilities A portofolio of Gen III+ reactors with the highest standards of safety AREVA Overview September 2013 p.21 Developments at AREVA

22 Backlog: nearly 5 years of revenue (in bn) Progress towards the financial targets of Action Very strong sales revenue growth (in m) %* LFL Marked increase in restated EBITDA** (in m) 725 including 300m from OL3 insurance indemnity Dec June 2012 Dec June m 473 H H Very significant improvement in restated free OCF** (in m) H H H H m * +10.0% in reported data ** Restated for asset disposals in 2012 AREVA Overview September 2013 p.22 Developments at AREVA

23 A half-year period marked by development in the nuclear market Developments concerning the installed base worldwide February: connection to the grid of new Hongyanhe 1 reactor in China March: construction permit issued to EDF Energy for 2 EPR TM reactors at the Hinkley Point C site in the UK May: authorization by the Belgian regulator for the restart of the Doel 3 and Tihange 2 reactors in Belgium February/June: operations suspended at 4 reactors in the United States July: application of 4 Japanese utilities to restart 12 reactors Developments concerning the fuel cycle market May: announcement by USEC of the shut down of the Paducah gaseous diffusion enrichment plant in the United States June: Franco-Japanese statement on cooperation to prepare for the restart of the Rokkasho-Mura recycling plant in Japan June: announcement by E.ON, RWE and the British and Dutch governments of their intention of selling their shares of Urenco AREVA Overview September 2013 p.23 Developments at AREVA

24 Safety Security Transparency Commercial Selectivity priority given Debt in capital to value management spending creation Improving our performance Safety Alliance: a continuing success Commercial achievements in H Japan: Hitachi-GE Nuclear Energy, Ltd. and AREVA sign an agreement to improve nuclear plant safety by suppying filtered containment venting systems (FCVS) United States: AREVA and PEICO form an alliance to operate regional emergency response centers China: AREVA signs a contract with China Nuclear Power Engineering Co., Ltd and Jiangsu Nuclear Power Corporation (JNPC) to supply backup diesel generators for units 3 and 4 of the Tianwan power plant Czech Republic: AREVA is awarded a contract to supply hydrogen recombiners to the four reactors of the Dukovany nuclear power plant More than 100 projects in 19 countries for around 50 power companies, representing 290 million in orders since the start of the program (vs. more than 170m at year-end end 2012) AREVA Overview September 2013 p.24

25 Safety Security Transparency Commercial Selectivity priority given Debt in capital to value management spending creation Improving our performance Forward Alliance: the launch of a new program Helping utilities extend the operation of their reactors Providing personalized assistance to our customers to ensure the long-term operating safety of their nuclear fleets in accordance with international regulations Three priorities: Support provided during the license renewal process recommended by the IAEA Assistance for safety reviews of major components Products and solutions meeting project requirements Offering integrated solutions based on AREVA's "aging management" activities Forward Alliance catalog: more than 25 products, services and solutions for extended operations AREVA Overview September 2013 p.25

26 Contents Introduction to AREVA Developments at AREVA Action 2016 strategic plan follow-up Nuclear: a critical path to the solution Performances and objectives by BG AREVA latest financial results Appendices AREVA Overview September 2013 p.26

27 Safety Security Transparency Commercial priority given to value creation Selectivity in capital spending Debt management Installed Base: profitability doubled by 2016 New Builds: becoming the technology leader 7.7bn over the period i.e. -34% vs Several projects suspended Disposal plan > 1.2bn over the period Fully self-financed Capex on a cumulative basis Improving our performance - 1bn in annual operating costs and - 500m change in WCR by 2015 Concrete progress along all strategic lines AREVA Overview September 2013 p.27 «Action 2016» strategic plan

28 Safety Security Transparency Commercial priority given to value creation Selective capital expenditure Debt management Improving our performance AREVA Overview September 2013 p.28 «Action 2016» strategic plan

29 Safety Security Transparency Commercial Selectivity priority given Debt in capital to value management spending creation Improving our performance Good visibility for the Installed Base business Main contracts signed in the 1 st half of 2013: Fuel Cycle Installed Base services AREVA Overview September 2013 p.29

30 Safety Security Transparency Commercial priority given to value creation Selectivity in capital spending Debt management Improving our performance Major advances in China April 25, 2013: signature of strategic agreements with Chinese partners Back End: signature of a letter of intent between AREVA and CNNC for the supply of a used fuel treatment-recycling facility R&S: industrial and operational cooperation agreement between CGNPC, EDF and AREVA concerning Taishan in particular AREVA Overview September 2013 p.30

31 Safety Security Transparency Commercial priority given to value creation Selectivity in capital spending Debt management Improving our performance Major advances in Japan June 7, 2013: signature of strategic agreements with Japanese partners JNFL: joint statement of cooperation to prepare for the commercial restart of the Rokkasho-Mura used fuel recycling plant in Japan ATOX: cooperation agreement for the creation of a joint venture dedicated to the joint development of innovative solutions focused initially on rehabilitation of the Fukushima site AREVA Overview September 2013 p.31

32 Safety Security Transparency Commercial Selectivity priority given Debt in capital to value management spending creation Improving our performance Gen III+ reactors: unequaled cumulative experience Major construction progress during the half-year period... 85% Olkiluoto 3 complete at June 30, 2013 (AREVA scope of work) 51% Flamanville 3 Taishan 1&2 complete at June 30, 2013 (AREVA scope of work) 86% complete at June 30, 2013 (AREVA scope of work design and engineering) - Achievement of more than 50% of hydraulic testing of piping - Installation of control rod mechanisms - Continuation of transfers from the construction phase to the testing phase July 2013: dome installation Copyright EDF - Unit 1: heavy components installed - Unit 2: delivery of heavy components under way Copyright TNPJVC and in the new builds market May: start of exclusive negotiations with Turkey for the construction of 4 ATMEA1 reactors * Percentage of completion including last amendment, although not yet in backlog AREVA Overview September 2013 p.32

34 Safety Security Transparency Commercial priority given to value creation Selectivity in capital spending Debt management Improving our performance Selectivity in capital spending Adapting our investment program to new market conditions ~ 1.6bn Acquisition of AREVA NP shares -34% ~ 10.0bn Gross operating Capex ~ 2.0bn ~ 5.7bn ~ 7.7bn Cumulative Safety Maintenance Priority strategic investments Cumulative Cigar Lake Imouraren Comurhex II Georges Besse II ATMEA Renewables AREVA Overview September 2013 p.34 «Action 2016» strategic plan

35 Safety Security Transparency Commercial Selectivity priority given Debt in capital to value management spending creation Improving our performance Gross operating Capex ( bn( bn) Average per year Capital spending trend c 2.0bn c. 1.9bn -5% Capex fully funded from operations: c. 1.3bn -32% overall on the Action 2016 period ( ) each year as from 2013 onwards * Safety, security, maintenance Other Georges Besse II Significant decrease of the annual value of capital spending in 2014 with the completion of the Georges Besse II plant * excluding the acquisition of AREVA NP shares AREVA Overview September 2013 p.35 «Action 2016» strategic plan

36 Safety Security Transparency Commercial Selectivity priority given Debt in capital to value management spending creation Improving our performance Group s strategic Capex Achievements Georges Besse II 3.7mSWU at end June 2013 (>1/2 of total capacity) Comurhex II 60% of the renovation phase completed Cigar Lake Production expected end Q Operating license obtained on June 17, 2013 Imouraren Launch of mining operations and overburden removal in the first pit First ore to be mined in 2015 Nearly 60% of total Capex focused on 4 sites AREVA Overview September 2013 p.36

37 Safety Security Transparency Commercial Selectivity priority given Debt in capital to value management spending creation Improving our performance Good progress on our key capital projects Mining Front End Cigar Lake Imouraren Georges Besse II Comurhex II Operating license received June 17, 2013 Start of production scheduled for end of 2013 Start of mining operations and initial stripping of the first pit First ore extraction scheduled for 2015 North Unit startup on March 29, 2013 More than 50% of nominal capacity already in production At Malvési, start of transfer to the operator of the CXII operating system on July 20, 2013 AREVA Overview September 2013 p.37

39 Safety Security Transparency Commercial priority given to value creation Selectivity in capital spending Debt management Improving our performance Financial structure objectives : Fully self-finance cumulative Capex* : Limited use of external financing Maintain an appropriate level of shortterm liquidity Maintain a solid financial structure *vs 33% over period AREVA Overview September 2013 p.39 «Action 2016» strategic plan

40 Asset disposal program ahead of schedule December 14, 2011: 01dB-Metravib > 1.2bn January 30, 2012: Sofradir May 16, 2012: ERAMET June 1, 2012: AREVA Lesedi June 11, 2012: Millennium August 28, 2012: La Mancha August 2013: TechnoPlus Industries June 2013: decision by Astorg Partners not to finalize the acquisition of Canberra, citing a lack of adequate financing. For the near future, Canberra remains fully integrated in the AREVA group objective for disposals has been exceeded AREVA Overview September 2013 p.40

41 Further strengthening of financial structure 1,400 1,200 1, ,400 1,200 1, Schedule of main financial obligations ( m at September 30, 2013) Bonds EIB* Unused short-term financing facilities ( m at September 30, 2013) Bilateral lines of credit Syndicated lines of credit Increase in shareholders equity through December m capital increase Strengthening of liquidity and lengthening of debt maturity profile March 8, 2012: 400m bond issue (maturity: October 5, 2017) March 21, 2012: 200m private placement maturing in 10 years August 2013: completion of a 500-million bond issue (7-year maturity) September 2013: completion of a private placement of a 5-year, JPY 8-billion bond issue (~ 60M) Syndicated facility ( 1,250m) extended to 2018 No major debt refinancing required before 2016 No debt subject to financial covenant Average debt maturity > 6 years Opportunistic approach to debt management Net cash available ** at June 30, bn * BEI/EIB: European Investment Bank ** Cash, cash equivalents and other current financial assets minus current borrowings AREVA Overview September 2013 p.41

42 Safety Security Transparency Commercial Selectivity priority given Debt in capital to value management spending creation Improving our performance S&P assessments and key messages On September 24, 2013, S&P reaffirmed AREVA s rating at BBB- / A-3 with stable outlook Management s efforts to stem debt increases through disposals, capital expenditure control, and other measures. Tight control of capital expenditure, and the company s commitment to reaching and sustaining positive free operating cash flows (FOCF) from 2015 The stable outlook reflects our forecast that AREVA will generate at least 1.1 billion EBITDA, in line with management's guidance, and limit debt increases. Improving trends for EBITDA and FOCF in 2014 AREVA s sources of liquidity will cover its liquidity needs for the next 12 months by more than 1.5x. Three-notch uplift for likely extraordinary state support This reflects our opinion that there is a "high" likelihood that the French government would provide timely and sufficient extraordinary support to AREVA in the event of financial distress AREVA Overview September 2013 p.42 «Action 2016» strategic plan

43 Rating outlook Extracts from S&P s latest report on AREVA We could raise the rating, if AREVA s profitability improved sustainably, such that the EBITDA margin surpassed 13% and the return on capital was at least a mid-single-digit figure An upgrade would also hinge on AREVA achieving and sustaining positive free cash flow and improving its adjusted FFO-to-debt ratio to 15%-20% We might lower the rating, if AREVA s EBITDA did not surpass 1.1 billion in 2013 or, in our view, would not increase sustainably in 2014 Ratings downside could also materialize if debt increases in the second half of 2013 If we believed the likelihood of state support for AREVA had reduced, although currently not envisaged, we would also lower our long-term rating on AREVA AREVA Overview September 2013 p.43

45 Safety Security Transparency Commercial Selectivity priority given Debt in capital to value management spending creation Improving our performance The 5 pillars for performance improvement Improving our performance Safety Security Operations & Customers Economic competitiveness Technology & Innovation People Nuclear & occupational safety are our absolute priorities Doing it right the first time and on schedule Generating cash to ensure our future Using advanced technologies to create value for our customers Skilled teams dedicated to success AREVA Overview September 2013 p.45 «Action 2016» strategic plan

46 1 Nuclear and occupational safety Aiming for excellence in nuclear and occupational safety at our sites Nuclear safety 1 st Half INES level 2 incidents in H (0 in H1 2012) 9 INES level 1 incidents in H (6 in H1 2012) 73 INES level 0 incidents in H (88 in H1 2012) Occupational safety Number of lost time injuries (AREVA scope) H June 2013: "Safety Month" in more than 120 AREVA sites worldwide AREVA Overview September 2013 p.46

47 Safety Security Transparency Commercial Selectivity priority given Debt in capital to value management spending creation Improving our performance Examples of performance in industrial safety Tangible examples of excellence Lynchburg, Dessel: more than 5 years without a lost time injury Lingen, Karlstein, Bioenergies in Brazil: more than 3 years without a lost time injury Duisburg, Mécachimie: more than 2 years without a lost time injury Jeumont, Mécagest and Creusot Mécanique: no lost time injury in 2012 AREVA Overview September 2013 p.47 «Action 2016» strategic plan

48 2 Operations & Customers Meeting our customers' requirements (1/2) Mining Front End R&S Production: 4,490 MTU produced in H vs. 4,563 MTU in H1 2012* Canada: authorization to process ore from the Cigar Lake deposit and increase in production capacity of the McClean Lake mill from 3,600 MTU per year to 5,900 MTU per year Production: 20 cascades installed at the Georges Besse II plant in H1 2013, raising installed capacity to 57% Belgium: contribution of AREVA's R&S and E&P teams to restart the Doel 3 and Tihange 2 reactors United States: delivery of two steam generators to the Prairie Island NPP Back End Japan: resumption of MOX fuel shipments from France to Japan La Hague: completion of the new glass storage capacity extension share as per financial consolidation (accessible share of production: 4,277 MTU produced in H compared with 4,570 MTU in H1 2012) AREVA Overview September 2013 p.48

49 2 Operations & Customers Meeting our customers' requirements (2/2) RE Offshore Wind: Production: 17 turbines produced at the Bremerhaven plant in H (vs. 17 in H1 2012) Analysis and possible replacement of turbine components before their offshore installation after a supplier reported possible quality defects France: AREVA selected by the GDF Suez - EDP Renewables consortium as exclusive turbine supplier for a total of 1,000 MWe of installed capacity at the Tréport project (Haute Normandie France) and the Ile d Yeu and Noirmoutier (Pays de La Loire France) projects United Kingdom: pre-selection of AREVA for 2 major projects Solar: Reliance project (India): startup of receptor manufacturing line in January 2013 for the solar power plant under construction Saudi Arabia: signature of a strategic partnership with PCMC Bioenergies: 2 biomass power plant contracts in Thailand and in France, plus a contract to expand a biomass power plant in Brazil Energy storage: completion of tests for the 2 nd in Corsica (France) phase of the Myrte program AREVA Overview September 2013 p.49

50 85% Percentage of completion at 06/30/2013 (AREVA scope) Olkiluoto 3 AREVA Overview September 2013 p.50 Primary cooling system and components - Installation of reactor vessel internals - Installation of mechanisms in the vessel head Instrumentation and control system - Detailed architecture submitted for final approval - Electrical power supply system in service for one division; the other three are scheduled for completion in the 1 st half of 2013 Preparations for commissioning - Mechanical testing for fuel handling and technological waste packaging systems in progress - Operating and maintenance procedure documentation in process Relations with TVO - Call for more active cooperation from TVO

51 51%* Percentage of completion at 06/30/2013 (AREVA scope) Flamanville 3 Engineering work in progress to prepare the Commissioning documentation and integrate changes required for startup Steam generators, pressurizer and reactor coolant pump casings tested and in storage Ongoing assembly and installation of the nuclear island's electro-mechanical components Installation of the first control cabinets of the SPPA-T200 operational I&C system Installation of the first primary cooling system components: reactor vessel annular support, pump support frames and steam generators Civil engineering: 93% complete (not part of AREVA's scope of work) AREVA * Overview Percentage September of completion 2013 including last amendment, although p.51 not yet in backlog

52 86% Percentage of completion at 06/30/2013 (AREVA scope design and engineering work) Taishan 1&2 Procurement: 93% of orders placed / Engineering: 84% complete Submittal of the Final Safety Analysis Report (FSAR) Main components Taishan 1 Taishan 2 Main control room installed Polar crane installed and testing initiated Polar crane in service Dome installed Reactor vessel installed Pressurizer/4 steam generators brought into place AREVA Overview September 2013 p.52 Completion of welding of reactor coolant system Main control room hoisted and brought into place Copyright TNPJVC

53 3 Economic Competitiveness 55% of our objectice achieved, 85% secured Objective: - 1bn in annual operating costs by 2015 Objective Achieved (1) Secured (2) Identified (3) (1) Contribution to savings achieved from actions implemented by end 2012 (based on annual costs) (2) Contribution to savings secured from actions implemented by end 2012 (based on annual costs) (3) Contribution to savings from actions identified at end 2012 (based on annual costs) 1bn ~ 450m ~ 550m ~ 300m ~ 550m Additional actions over and above the initial objective 30% of the 2015 objective secured through actions implemented at the end of June % of the 2015 objective achieved through actions implemented at the end of June objective End 2012 End June 2013 By 2015 AREVA Overview September 2013 p.53

54 33 Economic Competitiveness Increasing our economic competitiveness Cost reduction examples in the BGs and the support functions Mining Front End R&S Cominak/Somair: reduction of the cost of reagents Katco: optimization in acid consumption Lingen: organizational simplification and reengineering Tricastin: improvement of high-voltage power lines to reduce power interruptions Equipment: transfer of the management team to the production sites in Burgundy Installed Base: standardization of studies and improved mobilization and demobilization of workers in steam generator replacement projects Back End RE Group BG: pooling of information systems D&D: decontamination of Pu glove boxes at the Melox site to reduce disposal costs Solar: closing of the receptor tube plating factory in Las Vegas and restructuring of the business Reduction in the number of legal entities: 276 at the end of June 2013 vs. 295 at the end of June 2012 Cost of support functions reduced by about 40 million in H (vs H1 2012): 12.4% of revenue vs. 13.2% at December 31, 2012 and 14.8% at June 30, 2012 AREVA Overview September 2013 p.54

55 4 Technology & Innovation Strategic development revolving around innovation Completion of construction of the ARCoLab laboratory for AREVA Med and Roche (France) Two patent applications filed for the development of new highselectivity molecules to extract uranium in phosphoric environments Agreement between EDF/AREVA and the Bahrah National Institute of Technology (NIT) to develop advanced nuclear expertise in Saudi Arabia NRC certification of the ARCADIA core simulation code (reactor core simulation software) Robots provided to map Fukushima contamination in Japan Prototype manufactured for the new M wind turbine Launch of Innov'Action to coordinate innovation initiatives in the group AREVA Overview September 2013 p.55

56 5 People Human Resources Workforce at year-end H H1 2013* Mining 5,496 4,597 * At constant consolidation scope Front End Reactors & Services Back End Renewable Energies Corporate TOTAL AREVA Overview September 2013 p.56 8,738 8,629 15,956 15,723 11,058 11,605 1,403 1,440 4,556 4,451 47,206 46,445

57 5 People Developing the group's talents Developing expertise 933,000 hours of training (34 hours per employee per year in France) Facilitating the transfer of knowledge 1,600 people in work/study programs (5% of the workforce in France) Hiring operating staff Fostering professional and geographic mobility More than 330 people hired with open-ended contracts in France Objective of 80% of positions filled through internal mobility during the year Promoting diversity Employment rate of people with disabilities: 4.57% Listening to employees Voice of Employees in 2013: 48% participation, up compared with 2012 AREVA Overview September 2013 p.57

58 5 People Major success of the employee stock purchase plan Terms AREVA Overview September 2013 p.58 86% of the workforce eligible: France, Germany, United States Subscription price: per share Outcome 14,600 employees subscribed, i.e.36% of the eligible workforce (39% in France) 84% of the reserved shares were subscribed Average subscription amount: 2,200 Share of capital held by employees: about 1.2% Cash raised: 45 million euros Strong show of support for the group business plan

60 Key competing dimensions for electricity generation Stakeholders Governments Utilities Consumers Economic Low cost of electricity & robust profitability Electricity cost certainty Reliable Security of supply Safety & performance Sustainable Low environmental impact Recyclable AREVA Overview September 2013 p.60 Nuclear: a critical part of the solution

61 AREVA s new nuclear offering is competitive vs. other electricity production technologies Baseload operations total power generation cost in Europe 1 ( /MWh) / MWh ~ EPR TM target CCGT Coal Onshore wind (intermittent) 1. LCOE includes production costs on the whole life cycle of an production asset (construction, operation, maintenance, fuel, dismantling) ; it is the minimum power price beyond which a project is profitable AREVA Overview September 2013 p.61 Nuclear: a critical part of the solution

62 Nuclear, unlike coal/gas technologies, has limited dependency on fuel and carbon prices Methodology The production cost (also called Levelised Cost Of Electricity) includes all the expenses related to the power plant from its construction to the operation and final decommissioning. It is the minimum electricity price beyond which a project is profitable Typical breakdown of production costs Western Europe baseload operations % The production cost is a common standard in the power industry. It is a relevant indicator to compare the cost of electricity and attractiveness between different technologies with different lifetimes and cost structures EPR TM Target Coal Gas CCGT Onshore Wind Carbon Fuel Capital & Operations Source: AREVA analysis Carbon value 25 /tco 2 AREVA Overview September 2013 p.62 Nuclear: a critical part of the solution

63 Low carbon technologies are significantly more sensitive to financing conditions Nuclear CCGT Coal Onshore wind Discount rate EPC price Construction duration Load factor Input price / O&M CO 2 price Little sensitive Very sensitive AREVA Overview September 2013 p.63 Nuclear: a critical part of the solution

64 The cost of nuclear power is structurally stable and predictable Impact of doubling fuel and carbon prices on production costs Base % +83% Nuclear Coal Gas-CCGT Onshore Wind CO 2 price x2 Fuel price x2 Base case 1. Respective cost of each technology. Base case assumptions on commodity prices: gas 11 $/MMBtu, coal 110$/t, uranium 8 /MWh, carbon 25 /t. NB: commissioning in Western Europe baseload operations Source: AREVA analysis AREVA Overview September 2013 p.64 Nuclear: a critical part of the solution

65 Nuclear cost stability contributes to electricity prices stabilization Evolution of industrial electricity prices 1 in France and Italy Correlation with oil prices 2010 /MWh $ 2010 /bbl Electricity mix Renewables Fossil Italy Renewables Fossil Electricity - France 2000 Electricity - Italy 2005 Oil 0 Nuclear France 1. Including taxes Source: AREVA analysis, Enerdata AREVA Overview September 2013 p.65 Nuclear: a critical part of the solution

66 Thanks to its low variable costs, nuclear power is always dispatched Power price formation merit order Illustrative figure in a context of liberalized electricity market Variable costs ( /MWh) Nuclear gross margin Min. Demand Capacity demand (marginal plant) Max. Market price Price formation: in standard conditions, the wholesale electricity price is set at the variable costs of the marginal plant Nuclear plant output: thanks to its low variable costs, nuclear operates at its maximum availability Power market mechanisms lead to high and robust revenues for nuclear power plants Nuclear Coal Gas-CCGT Peak Available capacity Source: AREVA analysis AREVA Overview September 2013 p.66 Nuclear: a critical part of the solution

67 Primary uranium resources are well distributed and sufficient for Gen 3 Uranium resources are sufficient for Gen III Conventional fissile resources based on today s consumption (years 1 ) % Uranium resources are well distributed Share of resources (%) 500 Conventional fissile resources represent more than 250 years of today s world demand X 50 80% 60% Asia & Oceania Africa Middle-East % Eurasia % Europe Central & South America Identified resources Undiscovered resources Gen IV potential 0% Oil Coal Gas North America Uranium 1. Resources valuation based on 2009 world uranium consumption Source: IEANA-NEA Redbook 2009, US-DOE EIA AREVA Overview September 2013 p.67 Nuclear: a critical part of the solution

68 Nuclear power allows for a 20% reduction of worldwide power sector emissions Worldwide greenhouse gas emissions from electricity generation gco2eq/kwh 1,250 1, Avoided emissions Ø % 20% 40% 60% 80% 100% Share of electricity production (%) Hydro Nuclear Renew. Gas Oil Coal + 1,600 Mt of CO 2 avoided each year by nuclear power, equivalent to US road transportation system emissions Source: AREVA analysis, World Energy Outlook 2010, International Transport Forum AREVA Overview September 2013 p.68 Nuclear: a critical part of the solution

70 AREVA Business Groups Mining Front-End Reactors & Services Back-End Renewable Energies Mining: Uranium mines exploration and operation activities Conversion and enrichment of the uranium Design of the fuel for the nuclear reactors Design and construction of nuclear reactors Maintenance and modernization of the nuclear power plants Recycling of the used fuel and provider of cleanup and dismantling services Development of wind energy, bioenergy, solar power and hydrogen power solutions AREVA Overview September 2013 p.70 Performance and objectives by BG

71 Mining Business Group Mining Strategic Objectives Achieve the best profitability level Focus capital spending on most profitable assets Uranium mines exploration Projects & techniques Operations Sites rehabilitation Maintain resources and reserves for 20 years of production AREVA Overview September 2013 p.71 Performance and objectives by BG

72 2012 revenue 1.360bn % of consolidated revenue 15% 2012 EBITDA margin 31% A diversified mining portfolio mitigating both country and technological risks Mining 2 nd in uranium production worldwide AREVA is among the lowest-cost uranium producers Canada 2,271 Niger 3,528 Gabon Namibia 251 Kazakhstan 3,661 Jordan Mongolia Central African Republic Australia 2012 cost of goods sold (produced uranium only) 1 (AREVA = base 100) available production (tu) Production, projects & exploration area Projects & exploration area production: 9,762 tu consolidated 9,714 tu available share 0 AREVA Cameco Paladin Uranium One 3 1. Incl. production costs, royalties and transportation costs ; excl. external purchase (e.g. HEU, spot purchase) Source: AREVA analysis based on publicly available data (annual reports) AREVA Overview September 2013 p.72 Performance and objectives by BG

73 AREVA invests to maintain its leadership in Mining A leading player in Mining Explores, extracts and processes uranium ore, from which nuclear fuel is made. The BG then reclaims mining sites once production is finished More than 200,000 MTU delivered to date A diversified mining platform (geographic distribution, technologies, development stage) A dynamic exploration policy Key financials In millions of euros H H Var H1 12/13 ORDER BOOK 10,230 12,036 10,472 11, % SALES REVENUES 1,289 1, % EBITDA m % Sales 34.9% 47.3% 48.8% 38.7% -10.0pts OPERATING INCOME (1,167)* m % Sales (90.5)% 25.9% 15.0% 31.1% +16.1pts OP. FCF BEFORE TAX (178) m *Includes impairments on UraMin assets AREVA Overview September 2013 p.73 Performance and objectives by BG

74 Despite Fukushima an increasing uranium demand Uranium reactors requirements (ktu( ktu) Secondary resources (ktu( ktu) Net demand (ktu( ktu) CAGR* Total Other regions Europe North America +3% +2% -1% +1% Drop of 33% of the secondary resources (mainly linked to the end of HEU program) Russian HEU Increase of ~45% of the net demand before strategic stockpiling Asia +9% *Compound annual growth rate US govt sales Mox, Rep U, tails Source: AREVA Source: WNA 2009 Asia: main growth engine for demand AREVA Overview September 2013 p.74 Performance and objectives by BG

75 AREVA, the world's number 2 producer of uranium in 2010, 2011 and 2012 Production in tons of U Cameco Rio Tinto AREVA Kazatomprom ARMZ Uranium One Marketed share of production, financially consolidated: tu AREVA Overview September 2013 p.75 Performance and objectives by BG

76 AREVA is a diversified and integrated uranium player Three major types of players in the uranium production industry Share of 2012 production 1 Expected share of 2016 production 1 Nuclear integration Production assets location % 19% Kazakhstan 16% 14% 2 14% 9% 7% 5% 17% 16% 2 19% 7% 5% 5% Canada, Kazakhstan, Niger Kazakhstan, USA, Australia, Russia 2 Canada, USA, Kazakhstan Australia, Namibia Australia Malawi, Namibia Top 5 uranium producers account for ~70% of total production Uranium miners are split into three main exclusive categories: 1. Nuclear specialists, more or less integrated 2. Mining giants for whom uranium is a small part of the business 3. Junior mining company 1. Available production 2. Incl. Uranium One & ARMZ Source: AREVA analysis based on publicly available data (annual reports) analysis of the expected share of 2016 production carried on in 2012 AREVA Overview September 2013 p.76 Performance and objectives by BG

77 A long standing effort and global exploration portfolio is key Major deposits discovered by / with AREVA Gabon Bakouma Exploration budget (M ) Arlit Exploration Staff (# FTE) Cominak Cluff Lake Imouraren Canada 1981 Cigar Lake Quebec AMERICA Since McArthur AREVA exploration portfolio EUROPE Since Shea creek Jordan Senegal Niger CAR Gabon AFRICA Since 1950 Namibia 2003 Dulaan Uul Russia Kazakhstan Mongolia Uzbekistan 2008 Tamgak Deep ASIA Since 1995 Australia OCEANIA Since AREVA Overview September 2013 p.77 Performance and objectives by BG

78 AREVA has an extensive portfolio of mines and projects for the future Trekkopje Bakouma Argentine Somaïr Maintain production at 3,000 tu/yr Katco Increase production à 4,000 tu/yr Cominak McArthur Operator: Cameco Imouraren Cigar Lake / JEB Mine by Cameco Facility by AREVA McClean UG Midwest Mongolia Kiggavik Shea Creek Gabon Australie > 2018 Operating sites Achieve production increase at Somaïr & Katco Manage costs through the operational performance plan Under development projects Deliver on time and on budget Continuous exploration further Investments Depending on uranium price increase Projects pipeline remains «active» AREVA Overview September 2013 p.78 Performance and objectives by BG

79 Two key projects in our mining portfolio Cigar Lake Imouraren Highest grade mine in the world Mine operator: Cameco Mine type: deep underground with freezing panels Shareholders 1 : Cameco (50%), AREVA (37%), others (13%) Ore will be milled at JEB plant (70% AREVA) Reserves 2 : tu Planned production: 6,900 tu p.a. Investment: 2.5bn Production start date (estimated): H Largest mine in the world Mine operator: AREVA Mine type: open pit Shareholders 1 : : AREVA (58%), Kepco (9%), Niger state (33%) Reserves 2 : tu Planned production: 5,000 tu p.a. Investment : 1.9bn Expected operational production start date: 1 st ore in 2015 and 1 st uranium production in end Figures rounded to 100bp 2. After application of metal recovery AREVA Overview September 2013 p.79 Performance and objectives by BG

80 Front End Business Group Front End Strategic Objectives Achieve full production at the Georges Besse II and Comurhex II facilities Optimize industrial scheme to improve competitivity 3 links in the nuclear cycle : 3 stages to convert uranium from the Mining concentrates into Fuel Assemblies Manage the GB I end of operations in safety Grow our Front End activities in Asia AREVA Overview September 2013 p.80 Performance and objectives by BG

81 2012 revenue 2.049bn % of consolidated revenue 22% Front End 2012 EBITDA margin Major player 14% in the front end of the nuclear cycle Currently in transition phase with renewal of industrial tool AREVA Overview September 2013 p.81 Performance and objectives by BG

82 AREVA invests to maintain its leadership in Enrichment Sales 2012 split A leading player in the overall Front-End Enrichment 30% Chemistry: converts natural uranium (U 3 O 8 ) into uranium hexafluoride (UF 6 ) required for enrichment Enrichment: Increasing the proportion of 235 U found in natural uranium from 0.7% to 3%-5% in order to manufacture fuel for nuclear reactors Conversion 13% Fuel 57 % Fuel: designs, manufactures and sells nuclear fuel assemblies for pressurized water reactors (PWR), boiling water reactors (BWR) and research reactors Key financials In millions of euros H H Var H1 12/13 ORDER BOOK 18,071 18,047 18,712 17, % SALES REVENUES 2,282 2, % EBITDA m % Sales 7.9% 14.3% 18.7% 11.3% -7.4pts OPERATING INCOME (765) m % Sales (33.5)% 7.1% 20.4% 6.9% -13.6pts OP. FCF BEFORE TAX (584) (958) (305) (124) + 183m AREVA Overview September 2013 p.82 Performance and objectives by BG

83 Fuel cycle markets: orders postponed in the short term Uranium demand (ktu) Enrichment demand (MSWU) Fuel demand (kthm) Pre- Fukushima Post Fukushima Other regions Pre- Fukushima Post Fukushima Other regions Europe CAGR* +5% +3% +2% -1% Europe CAGR* +5% +4% +5% -1% Pre- Fukushima Post Fukushima Other regions Europe CAGR* +4% +2% +3% -0% 40 North America +1% 40 North America +0% 5 North America -1% 20 Asia +9% 20 Asia +12% Asia +6% Source: AREVA *Compound annual growth rate Asia: main growth engine for demand Europe: drop in demand over the period AREVA Overview September 2013 p.83 Performance and objectives by BG

84 AREVA, a major global fuel supplier 2012 Market shares (sales in tu/y)* 2012 Market shares (sales in tu/y)* Europe PWR (~1700 tu/y) Europe BWR (~300 tu/y) Total market ~5,600 tu/y AREVA 18% 34% 66% 25% 27% 48% Westinghouse / Enusa+Toshiba+ NFI GNF GENUSA 13% 37% 32% US PWR (~1400 tu/y) 21% 79% US BWR (~800 tu/y) 23% 66% 11% Others Asia/ROW PWR (~1150 tu/y) 1% 11% Asia/ROW BWR (~200 tu/y) 7% AREVA Nr 1 in Europe and key challenger in the USA 88% 49% 31% 13% Source: Nuclear Assurance Corporation (Fuel Trac edition 10/2012) Total PWR and BWR, not including VVER Average values on /- 1 year AREVA Overview September 2013 p.84 Performance and objectives by BG

85 Front End of the cycle: guaranteed security of supply Conversion More than 40 years of industrial experience and more than 360,000 MTU delivered to date Comurhex II: a new conversion facility Enrichment End 2012: 2.5M SWUs production capacity at the Georges Besse II enrichment plant Best centrifugation technology in the world (ETC) Fuel More than 35 years of experience in boiling water reactors (BWR) and pressurized water reactors (PWR) More than 135 reactors worldwide use AREVA's fuel products AREVA Overview September 2013 p.85 Performance and objectives by BG

86 Industrial sites of the Front End BG Romans, FR Lingen, GER - Dessel, BEL Fuel fabrication 3 European sites (~900 people) Jarrie, Ugine, Rugles, Montreuil, Paimboeuf, FR Duisburg, GER Zirconium industry 6 European sites (~1,200 people) EREF (Idaho falls, ID) Centrifuge enrichment (on hold) Ulba, KAZ Fuel fabrication 1 JV: IFASTAR China & Japan Zirconium industry 2 JVs: CAST & Zircoproduct Richland, WA Fuel Fabrication (FM) and Fuel Design (~560 people) Lynchburg, VA Fuel Design, US fuel support functions (~230 people) Tricastin & Malvési, FR ~3,000 people GB I plant ( ) Gaseous diffusion enrichment GB II plant (2011) Centrifuge enrichment Industrial services (Socatri) FBFC Fuel fabrication (grids) Various chemical operations (denitration, defluorination, cylinder maintenance, etc.) Comurhex plant (1959) Comurhex II (under construction) Chemical conversion of UF 6 AREVA Overview September 2013 p.86 Performance and objectives by BG

87 Two main enrichment processes; Centrifugation is the new state-of-the-art Gaseous Diffusion Using gaseous diffusion technology, Georges Besse has been offering the best in terms of safety, security and flexibility for 30 years. No disruption of supply since production launch in 1979 High flexibility with regard to levels of enrichment The current plant will serve as a bridge until new centrifuge plants are online Gaseous Centrifugation Centrifuge technology is now considered by all players as the most efficient enrichment technology Used in Georges Besse II, the TC12 centrifuge has been a proven technology since 1992 This design of centrifuge offers the best levels of cost efficiency, energy savings, technical reliability and environmental impact Modular conception that allows extension AREVA Overview September 2013 p.87 Performance and objectives by BG

88 Eurodif -> GBII transition EDF contract for GBI Eurodif production (SWUs) Georges Besse II production (SWUs) Sales ( ) Stop of historical EDF contract ( ) EDF contract for GBII June 2012 : Eurodif shut down INVENTORIES Building transition inventories Selling transition inventories CAPEX CAPEX ~ 1.5bn CAPEX ~ 500m EURODIF PRISME: 220m provisioned at end AREVA Overview September 2013 p.88 Performance and objectives by BG

89 Enrichment: investing in new capacity to meet global demand New projects are needed to meet enrichment demand and to bridge the gap WW enrichment capacity MSWU AREVA is renewing its production capacities Georges Besse II France Construction started in 2006 First production achieved in late 2010 Production at full capacity in 2016 GBII production until 2020 is sold at ~90% GBII production: 7.5M SWUs / EREF* production: 3.2M SWUs Both capacities expandable Existing production capacity Additional capacity using ETC technology Estimated Additional Russian centrifuges (TENEX and China) Unproven Technology (GLE, ACP, JNFL) Demand WNA ref Eagle Rock Enrichment Facility* USA $2bn loan guarantee received from DOE At the end of 2012, in the absence of a partner to carry out the EREF project, the estimated date for the start of plant construction was postponed to the end of the Action 2016 plan * On hold AREVA Overview September 2013 p.89 Performance and objectives by BG

90 Comurhex II project : First renewal of conversion facility in the world Tricastin Malvési Target nominal capacity of tu, with possibility to extend to tu, if supported by the market Construction start: 2009 Phased commissioning ( ), to compensate the progressive phaseout of Comurhex I AREVA is the first to invest in a new conversion facility Priority strategic investment for the Group Proven process, enhanced with several technology innovations Safe facility meeting the most recent safety and security standards UF 6 production remains close to European enrichers Business Plan challenged by current spot price levels Malvési Pierrelatte Phased commissioning to meet safety requirements and market evolution post - Fukushima AREVA Overview September 2013 p.90 Performance and objectives by BG

91 Global operations of the Fuel BU Fuel Design Contracts & Services Products & Technology Supply Chain Zirconium Fuel Manufacturing Richland US: Lynchburg Richland Rugles Montreuil Juigné Paimboeuf Paris Head office Lyon All US manufacturing activities consolidated in Richland within Footprint Optimization project Alignment with LOCA and safety personnel in Lynchburg Location to be closer to US customers Highly skilled, hard-to-find technical personnel with years of experience Duisburg Ugine Jarrie Lingen Karlstein Erlangen Romans-sur-Isère Pierrelatte Tokai Ulba IFASTAR JV + FFCO JV (ongoing project MTU/yr.) MNF JV Shimonoseki Zircoproducts JV Scattered plant assets, to be streamlined in the current context Shanghai CAST JV (capacity extension: 1,500 km) AREVA Overview September 2013 p.91 Performance and objectives by BG

92 AREVA supplies fuel assemblies and associated services and products A fuel assembly is a bundle of zirconium rods containing the enriched uranium Overview of AREVA Fuel activities Fuel assemblies UO 2 assemblies for various reactor designs of the installed base and for AREVA new builds MOX/ERU assemblies Fuelrelated services Field work: handling, inspection and repair of fuel assemblies Engineering work: services linked to fuel optimization and plant updates Enriched uranium pellets are loaded into zirconium rods Tubes are bundled together in an assembly with grids Secondary products Zirconium products (tubes, flat products, etc) Other products (components, uranium powder, etc) AREVA Overview September 2013 p.92 Performance and objectives by BG

93 Reactors & Services Business Group Reactors & Services Strategic Objectives Continue to improve the competitiveness of the EPR TM reactor and the qualification of the ATMEA1 reactor Contribute to improved reactor safety and reactor life expansion projects for existing reactors Capture growth in emerging markets with products, alliances, Join Ventures and new builds Design and construction of nuclear reactors Maintenance and modernization of the nuclear power plants Prepare the technologies of the future (SMR and Generation IV) Build operational excellence AREVA Overview September 2013 p.93 Performance and objectives by BG

94 Reactors & Services 2012 Revenue 3.452bn % of consolidated revenue 37% 2012 EBITDA margin 3%* 60% of worldwide reactors served Europe, CIS, Africa ~110 reactors America ~ 130 reactors Asia ~ 20 reactors *excluding loss making contracts AREVA Overview September 2013 p.94 Performance and objectives by BG

95 Reactors & Services Business Group Still mostly recurring, but new build is there Sales 2012 split New Builds 21% Propulsion & Research reactors 12 % Equipement 10% Products & Technology 1% Key financials In millions of euros ORDER BOOK , ,314 Installed base 50% Nuclear Measurement 7% H ,295 H ,839 Var H1 12/13-5.5% A leading player New builds : participates in all stages of construction of the steam supply systems and nuclear islands and their commissioning, then provides support during the operating phase. Installed base : Nuclear services: reactor optimization services. Equipment : design and manufacture of key components for nuclear power plants. Product & Technology: manages the AREVA reactors portfolio. It is responsible for safety and performance. Nuclear measurement: manufactures and markets key instruments and systems for detecting and measuring radioactivity. Propulsion and research reactors : uses its expertise to carry out high-tech projects. It is active in several sectors of the industry. SALES REVENUES 3,262 3,452 1,631 1, % EBITDA (378) (110) (265) % Sales (11.6)% 2.8% 9.5% (6.4)% -15.9pts OPERATING INCOME (511)* (410)* (198) (113) + 85m % Sales (15.7)% (11.9%) (12.1)% (6.6)% +5.5pts OP. FCF BEFORE TAX (423) (54) (265) (206) + 59m *OL3 Provisions : 400m in 2012, 220m in 2011, 367m in 2010 AREVA Overview September 2013 p.95 Performance and objectives by BG

96 Reminder : Main components of PWR coolant system 1 Reactor vessel 5 2 Control rod drive mechanisms 3 3 Steam generator 2 4 Reactor coolant pump 4 5 Pressurizer 1 AREVA Overview September 2013 p.96 Performance and objectives by BG

97 Reminder : PWR steam generator Design Commissioning FUNCTIONS to transfer heat and ensure leak-tightness between the primary (P) and secondary (S) circuits DUTY mechanical effects of the circulating P and S flows chemical effects of the P and S fluids nominal and transient temperatures and pressures on P and S sides MATERIALS nickel-based alloy (tubes), low internal alloy carbon steel (structures) with a stainless steel layer the water chamber (P side) Heat transfer surface: 4,700 to 7,000 square meters DIMENSIONS & WEIGHT height: 20 to 22 meters diameter: 3.5 to 5 meters weight (empty): 300 to 420 metric tons AREVA Overview September 2013 p.97 Performance and objectives by BG

98 International presence EUROPE & CIS 54% of revenue ~13,000 employees 13 5 ASIA & PACIFIC 20% of revenue ~100 employees AMERICAS 23% of revenue ~3,000 employees AFRICA & MIDDLE EAST 2% of revenue ~150 employees Industrial site Technical or training center Agents or Representatives FY2012 figures AREVA Overview September 2013 p.98 Performance and objectives by BG

99 Recurring business R&S activities include New Builds and Recurring business Products and services for the maintenance of existing reactors (more than 250 reactors served out of 431 reactors in operation worldwide) Power upgrade, life extension & major modernization projects Supply heavy components and forging Provide instruments, control equipment & electrical systems 79% of 2012 BG revenues Propulsion & research reactors Increasing recurring business revenues through capturing post-fukushima sales & participation in Asia growth New build business Design and licensing of nuclear reactors Prepare and execute new NPP large projects R&D for new reactor technologies Strong growth potential Major countries confirmed their nuclear programs worldwide in % of 2012 BG revenues AREVA Overview September 2013 p.99 Performance and objectives by BG

100 The new build business focuses on the Nuclear island : 50~60% of the total EPR TM price NSSS+BnI: 50~60% AREVA Conventional island* 15~20% Ex.: Alstom, Siemens... Balance of plant 5~10% Various suppliers Civil works** 15~25% Ex.: Bouygues,.. Note: Actual price of an EPR TM reactor and price proportions varies according to customer, country and project specificities * Steam turbine, power generator, cooling systems, grid interface ** Civil works costs includes nuclear island, conventional island and balance of plant civil works costs AREVA Overview September 2013 p.100 Performance and objectives by BG

101 AREVA benefits from strong competitive edge AREVA s s reactor range meets market needs 1,650 MW 1,100 MW 1,250 MW Size Large Mid-size Technology Status Partners Under construction: 4 Exclusive negotiations: 14 Request for proposal: 10+ Pressurized Basic design completed Safety design basis review ongoing w/ ASN (completion end 2011) Commercial offers in progress Boiling Basic design completion with a competitive value proposition Highest safety standards Air plane crash protection Core meltdown protection systems Avoidance of nuclear materials discharge Amongst lowest levelized cost of electricity Investment cost per MW close to other technologies in recent bids Up to 25% lower operations cost Excellent operational performance Optimized outage strategy with fuel cycle flexibility Increased closed cycle profitability with 100% MOX compatibility All AREVA reactors meet generation III nuclear safety criteria AREVA Overview September 2013 p.101 Performance and objectives by BG

102 The EPR TM reactor would have resisted Fukushima (1/2) The EPR TM reactor is designed to resist extreme hazards: resistance of structure and equipment Nuclear island stands on a single reinforced concrete basemat Containment building comprises 2 walls: Inner pre-stressed concrete housing with steel liner Outer reinforced concrete shell (1.86 m thick) protecting inner walls and structures from direct impacts and resulting vibrations Equipment tested on vibrating tables and through modeling Availability of the cooling systems Water supplies 1 tank (1,800M 3 ) 4 backup systems (4x400M 3 ) Cooling equipment 4 cooling systems located in 4 separate buildings Generators 6 backup diesel generators AREVA Overview September 2013 p.102 Performance and objectives by BG

103 The EPR TM reactor would have resisted Fukushima (2/2) Pool located in a sturdy fuel building & multiple safety-class cooling Sturdy fuel building Concrete containment building, designed to withstand the crash of a commercial airplane Multiple safety-class cooling systems 2 main independent cooling systems, located in different parts of the building A third diversified cooling system Explosion risk prevented Limiting hydrogen concentration Reactor building designed with important volumes and communicating compartments Reducing hydrogen quantity Use of hydrogen recombiners Limited contamination of the site and protection of populations Double containment reactor building No impact outside the building Core catcher to confine the molten core AREVA Overview September 2013 p.103 Performance and objectives by BG

104 Nuclear Power Plant under construction throughout the World 28 29,358 MWe 1 1 8* 1,600 MWe 1,600 8, ,824 4,980 2, , ,234 MWe 1 1, , , New NPPs GWe net NPP under completion**5 3.9 GWe net Source: PRIS database retreated. Last updated on 2013/04/18 * out of the 8, only 5 are Gen3 reactors ** construction start before 1995 AREVA Overview September 2013 p.104 Performance and objectives by BG

105 AREVA EPR TM fleet is being deployed EPR TM currently under construction 1 FRANCE 1 FINLAND FLAMANVILLE 3 under construction Supply of a Nuclear Steam Supply System OLKILUOTO 3 under construction Turnkey 2 CHINA 2 units (TAISHAN 1&2) under construction Supply of 2 Nuclear Islands EDF OL3 AREVA Overview September 2013 p.105 Performance and objectives by BG

106 EPR reactor: unique experience applied to ongoing projects Unique lessons learnt between OL3 and Taishan Organization Engineering Procurement Construction 50% of the project directors/team leaders, 50% of the technical staff and 90% of the buyers for Taishan worked on the OL3 and/or FA3 project Number of engineering hours needed to complete the Nuclear Steam Supply System Lead time for heavy component manufacturing Construction schedule (from 1 st concrete to dome placement) -60% -40% -50% Towards standardization of the EPR reactor Total Total construction time (1 st concrete to 1 st divergence) -40% Cost reduction Nuclear island cost over the period -15% AREVA Overview September 2013 p.106 Performance and objectives by BG

107 Gen III+: AREVA is ahead of the competition - an economic advantage for our customers United Kingdom EPR TM certification 2012 Ongoing EPR TM sales negotiations: Hinkley Point C 1-2 (EDF) Finland EPR TM certification 2005 EPR TM reactor under construction: OL3 (TVO) EPR TM calls for tender: OL4 (TVO) United States 3 rd phase of EPR TM licensing process completed China EPR TM certification 2009 EPR TM reactors under construction: Taishan 1-2 (CGNPC) EPR TM sales negotiations planned: Taishan 3-4 (CGNPC) France EPR TM certification EPR TM reactor under construction: FA3 (EDF) ASN issues favorable opinion on ATMEA1 reactor Progress/Ongoing negotiations Ongoing bids Future tender opportunities Turkey Ongoing 4 ATMEA1 sales negotiations India Ongoing EPR TM sales negotiations: Jaitapur 1-2 (NPCIL) AREVA Overview September 2013 p.107 Performance and objectives by BG

108 Worldwide Installed Base market will grow Compound annual growth rate +2 % Domestic Markets ( Bn) 6.5 France Plant Life Extensions, post- Fukushima safety Upgrades, Performance Improvements 5.5 USA Life Extensions including Upgrades and Component Repairs, Completions Germany Nuclear Phase-Out Emerging D&D opportunity Non-domestic Markets 2011 Final shutdowns Source : AREVA New Plants in operation Life Extensions, upgrades, I&C modernizations Power Uprate in the US Post- Fukushima Others 2020 China South Korea South Africa Russia Modernization of I&C and electrical systems Specialized maintenance Component Repairs AREVA Overview September 2013 p.108 Performance and objectives by BG

109 A strong international footprint Servicing 250+ all designs reactors worldwide Installed Base Business Unit Activities ID Card 2012 Key figures Canada USA Sweden Germany France Spain China Sales: 1,8 Bn (+11% vs. 2011) France ~ 30% United States ~ 30% Germany ~ 10% China ~ 5% ROW ~ 25% Brazil Major Customers South Africa France: EDF, CEA USA: TVA, Duke Energy, Exelon, SCE, Dominion, Entergy Germany: E.ON, RWE, EnBW, VENE China: CGNPC, CNNC South Korea: KHNP, Kepco ROW: Eskom, Electrabel, Vattenfall, ETN, OPG AREVA Overview September 2013 p.109 4,700 professionals* in 9 countries France (1,950) Americas (1,200) Germany (1,550) A large and various project portfolio About 6,000 projects From 50K up to 800M * Excluding E&P headcounts Performance and objectives by BG

110 Services, Solutions and Products a comprehensive portfolio(1/2) RECURRING BUSINESSES Plant Studies Basic Engineering activities, Licensing & Safety related studies Outage Services Maintenance and Refueling Services, Pumps & Motors Services, Chemistry & Decontamination, Diagnostic & Monitoring Non Destructive Examinations Solutions Inspection services and products for nuclear & industrial markets AREVA Overview September 2013 p.110 Performance and objectives by BG

111 Services, Solutions and Products a comprehensive portfolio(2/2) PROJECT-RELATED BUSINESSES Component Repair & Replacement Repair and replacement of primary circuit components (steam generators, pressurizers, reactor vessel heads) and all parts of the Nuclear Steam Supply System (NSSS) Plant Upgrades Power Uprates, Lifetime Extensions, Completion Projects and Modernizations I&C and Electrical Systems Modernization Safety and Reactor I&C Systems (TELEPERM XS), Non-Safety I&C, Electrical Systems (Power Supply & Distribution, Variable Frequency Drives ), I&C/ES Engineering Services AREVA Overview September 2013 p.111 Performance and objectives by BG

112 Back End Business Group Strategic Objectives Back End Ensure full usage production capacity at La Hague and Melox Participate in the development of the new regional recycling platforms (China, Japan, UK) Recycling of used fuel and provider of cleanup and dismantling services Capitalize on our unique experience in fuel cycle facility and reactor dismantling Expand our leadership in storage and logistics services AREVA Overview September 2013 p.112 Performance and objectives by BG

113 Back End 2012 revenue 1.732bn % of consolidated revenue 19% 2012 EBITDA margin 24% 1 st worldwide in the back end of the nuclear cycle AREVA Overview September 2013 p.113 Performance and objectives by BG

114 Back End Business Group An unchallenged leadership Sales 2012 split N 1 1 in used nuclear fuel management Recycling 60% Logistics 15% Cleanup 7% Dismantling & Decommissioning 11% International projects 6% Key financials In millions of euros H H Var H1 12/13 ORDER BOOK 6,282 6,030 6,167 5, % SALES REVENUES 1,594 1, % EBITDA m % Sales 25.5% 24.1% 33.5% 31.3% -2.2pts OPERATING INCOME m % Sales 14.1% 25.3% 55.5% 23.4% -32.1pts OP. FCF BEFORE TAX m AREVA Overview September 2013 p.114 Performance and objectives by BG

115 Back End: offering a comprehensive range of solutions Recycling Recycling: MOX and uranium Unique know-how and technologies deployed at an international scale (Japan, United-States, United Kingdom, China) Undisputed leadership (more than 75% of the global treatment market) Storage Design and manufacturing of storage solutions Logistics Design and manufacturing of transport for nuclear materials Transport solutions and management: 7,000 transports completed Global footprint: transport license in 27 countries Nuclear Site Value Development 1,400 specialists Dismantling of AREVA sites: 5 ongoing projects in France Participation in several projects for customers in France and abroad CLEAN UP Cleanup Services provided to more than 90% of all French nuclear sites AREVA Overview September 2013 p.115 Performance and objectives by BG

116 A strong and unique industrial base Recycling Plant dismantling Reprocessed Uranium Fuel Fabrication La Hague Fuel treatment MELOX MOX fuel fabrication La Hague plant La Hague First generation plant dismantling Marcoule UP1 Treatment plant dismantling Cadarache MOX plant dismantling Melox plant Romans RepU fuel fabrication Tricastin RepU Enrichment and Conversion (performed by Front End with recycled uranium supplied by Back End) Production capacity: 1,700 tons of used fuel Production capacity: 200 tons of MOX fuel AREVA Overview September 2013 p.116 Performance and objectives by BG

117 A solid industrial base in France AREVA Overview September 2013 p.117 Performance and objectives by BG

118 A strong international presence AREVA Overview September 2013 p.118 Performance and objectives by BG

119 96% of the content of used fuel is recyclable Composition of light water reactor fuel when unloaded Reusable materials Final waste Plutonium 1% Uranium 95% Fission products 4% Structural metal Recycling MOX fuel (1) ERU Fuel (2) Universal canister for vitrified waste Universal canister for compacted waste (1) MOX: Mixed Oxide (2) Enriched Recycled Uranium AREVA Overview September 2013 p.119 Performance and objectives by BG

120 As of today, only two options are available for the management of the used nuclear fuel RECYCLING Reprocessed Uranium Uranium extraction & concentration Conversion DIRECT DISPOSAL Enrichment Plutonium Fuel fabrication Interim storage Deep Geological Repository Interim storage (on-site or centralized) Reconditioning of casks for transports Encapsulation facilities AREVA Overview September 2013 p.120 Performance and objectives by BG

121 Used fuel recycling is a competitive solution compared to direct disposal Methodology For both options (recycling and direct disposal), all costs at each stage of the production process are considered. Economic comparison of recycling and direct disposal options /kg used fuel Sales of recycled materials: a used fuel assembly contains 96% of recyclable materials. The plutonium and uranium recovered during recycling operations are used to manufacture recycled fuel. This fuel is then used in light water reactors and is thus comparable in value to fresh fuel. Therefore, recycled fuel creates value (i.e. credits) which offsets a significant part of the recycling costs. UNCERTAIN COSTS Ultimate waste final disposal CONTROLLED COSTS Interim storage Recycling Transport UNCERTAIN COSTS Used fuel final disposal Encapsulation CONTROLLED COSTS Interim storage Transport Production costs Sales of recycled materials Net cost Production costs Source: AREVA analysis AREVA Overview September 2013 p.121 Recycling Direct disposal Performance and objectives by BG

122 Recycling strengthens non-proliferation Recycling restricted to a few regional centers under strict international safeguards Offering recycling services to a wide range of customers Avoiding the accumulation of used fuel in multiple storage sites worldwide Returning to customers final waste not subject to AIEA safeguards Plutonium recycled in MOX fuel Consumes roughly one third of the plutonium Significantly degrades the isotopic composition of the remaining plutonium and thus the potential attractiveness for non-peaceful usage Recycling facilities such as La Hague and Melox have a perfect track record with respect to fissile materials safeguards Recycling contributes to international non-proliferation initiatives Weapon-grade plutonium disposition (MFFF project) Securing «gap material» (DOE) AREVA Overview September 2013 p.122 Performance and objectives by BG

123 Recycled fuels performance in reactors MOX & Reprocessed Uranium fuels can accommodate all Light Water Reactors (80% of worldwide nuclear capacity) For utilities, recycled fuels have outstanding performance Excellent reliability track record Equal energy performance compared to natural uranium MOX in-core behavior similar to Uranium fuel under normal and accidental conditions EPR TM designed to accommodate up to 100% of its fuel as MOX AREVA Overview September 2013 p.123 Performance and objectives by BG

124 Substantial future requirements Annual unloadings and inventories of used fuel (2030) Source: AREVA AREVA Overview September 2013 p.124 Performance and objectives by BG

125 Reactor vessel / internals: decontamination and dismantling (D&D) Stade, Würgassen, Obrigheim Dismantling: broad expertise in managing customer projects Dismantling of the reactor vessel and internals Decontamination of primary and auxiliary circuits Millstone, Rancho Seco, Yankee Rowe Dismantling of the reactor vessel and internals Used fuel, effluent / radioactive waste management Fukushima Design and implementation of a full water treatment system Dounreay Special equipment to retrieve damaged fuel in research reactor Assistance to the project owner / Design and engineering Creys-Superphénix Support to the sodium retrieval and D&D preparation M&O (maintenance and operations) for D&D projects Hanford Savannah Marcoule Sellafield High level waste treatment (customer: DOE) Vitrification of high level waste (customer: DOE) D&D of a large fuel treatment facility (customer: CEA) Member of the site's M&O consortium Creation of an expertise center for decommissioning and dismantling in Germany AREVA Overview September 2013 p.125 Performance and objectives by BG

126 A unique know-how Mastering of industrial processes for nuclear environment Industrial know-how in industrial operations in a nuclear environment Nuclear and Occupational Safety, as prerequisites in our operations Creating customized solutions to serve our clients Innovative solutions to meet any of our customers requirement Expertise customized to directly serve our client operations Stimulating the collective ability to innovate A process of continuous improvement on our offerings Regardless of the offer, the objective is to optimize materials recycling and reduce waste volumes AREVA Overview September 2013 p.126 Performance and objectives by BG

127 Growth prospects for all our businesses Recycling and International Projects Growth in fuel unloaded volumes Growing number of large international nuclear projects Cleanup, Dismantling and Decommissioning Growing number of nuclear sites to shut-down Increased need for services in nuclear environment Logistics Growth in operations related to fuel unloading and storage Development of all nuclear transportation AREVA Overview September 2013 p.127 Performance and objectives by BG

128 AREVA logistics activities Casks supply Design & licensing of dry storage and transport casks Manufacturing of casks Acquisition in December 2012 of Columbiana High Tec-CHT, a North Carolina manufacturing plant Transport and fleet management Road transport of radioactive materials Operations of railway and maritime facilities Organization of transports incl. real-time monitoring Cask and safety vehicle maintenance on site Maintenance of safety vehicles Management of site supply chain Risk assessment and crisis management AREVA Overview September 2013 p.128 Performance and objectives by BG

129 Renewable Energies Business Group Renewable Energies Strategic Objectives Turn first projects into landmark contracts Become a reference leader in offshore wind turbines in Europe (Germany, France, UK) Development of wind energy, bio-energy, solar power and energy storage solutions Become an reference leader in concentrated solar power in Asia and the Middle East Refocus our business portfolio AREVA Overview September 2013 p.129 Performance and objectives by BG

130 Renewable Energies 2012 revenue 572M % of consolidated revenue EBITDA 6% at break-even in 2012 in Offshore wind and Bionergy BU Numerous ongoing projects Offshore wind Solar Biomass Hydrogen and energy storage Le Havre (plants projects) Coriance Eneco (12MWe) MYRTE La Croix Valmer Beaumont- Hague (R&D) Global Tech 1 (400MW) Borkum West II (200MW) Alpha Ventus (30MW) Bremerhaven (plants) Kimberlina (5MWe) HH. Wilson Sundt Generating Station (5MWe) Rhodia Reliance (two 125MWe CSP plants) U-Thong Bio Power (9.9MWe) Kogan Creek (44MWe extension) Liddell (3MWe) AREVA Overview September 2013 p.130 Performance and objectives by BG

131 Renewable Energies Business Group A fast growing worldwide player Sales 2012 split A portfolio of solutions Wind 67% Solar Power 13% Key financials In millions of euros Hydrogen 0% Bioenergy 20% H H Var H1 12/13 Bioenergy: Engineering, procurement and construction (EPC) for Biomass power plants Wind: Design, manufacturing, assembly, and commissioning of the off-shore turbines, as well as Maintenance services Concentrated Solar Power (CSP): Design, development, manufacturing and installation of solar steam generators, to build the most costeffective CSP plants for utilities, independent power producers and industrial customers around the world Hydrogen: Development and qualification of innovative solutions for the fast growing hydrogen production market, as well as projects to demonstrate and deploy fuel-cell-basedsolutions ORDER BOOK 1, , m SALES REVENUES % EBITDA (85) (59) (25) (55) - 29m % Sales (28.4)% (10.3)% (10.1)% (25.6)% -15.5pts OPERATING INCOME* (78) (207) (33) (64) - 30m % Sales (26.2)% (36.3)% (13.1)% (29.7)% -16.6pts OP. FCF BEFORE TAX (102) (194) 4 (193) - 197m * Impairment of 94m in 2012 AREVA Overview September 2013 p.131 Performance and objectives by BG

132 AREVA Renewables currently operates in 4 market segments Offshore Wind Concentrated Solar Power Bioenergy Energy Storage More electricity output than onshore turbines More wind hours Higher wind speeds Larger turbine sizes Lower intermittency Enables steam production for hybrid fossil/solar plants and industrial applications Possibility of thermal storage increasing production hours and enabling better match with electricity demand periods Energy production from biomass sources AREVA also active in upstream biomass treatment market through its torrefaction solution Hydrogen production through electrolysis technology Power production from hydrogen in fuel cells Other energy storage technologies considered for largescale applications AREVA Overview September 2013 p.132 Performance and objectives by BG

133 Leverage AREVA group capabilities Technological know-how and R&D capabilities EPC and project management Research partnerships (CEA, etc.) Group knowledge in relevant technical fields (thermodynamics, rotating machines, corrosion, welding, nanotechnologies) Revenue synergies Established relationship with largest utilities One-stop-shop for low-co2 electricity generation AREVA brand Financial leverage AREVA balance sheet Innovative project financing solutions Ability to raise funds to finance R&D or industrial growth Industrial and operational synergies Industrial expertise to ramp-up activities Quality and safety management Regulatory expertise AREVA Overview September 2013 p.133 Performance and objectives by BG

134 Offshore wind market (Europe) Renewable Energies market: accelerated growth expected Estimated average annual market size in volume Sources: IEA World Energy Outlook for CSP and Bioenergy, AREVA forecasts for Offshore Wind (WEO does not distinguish onshore/offshore) Solar CSP market (World) Bioenergy market (World) (MW) (MW) (MW) 4,700 Other Asia / Oceania India China Europe North America Middle-East and Africa 5,160 7,317 Other Asia / Oceania Middle-East / Africa India Latin America Europe Other Europe North America 2,340 France Germany UK 1,010 1,561 China AREVA s s positioning on renewable market: selected growing activities AREVA Overview September 2013 p.134 Performance and objectives by BG

135 Significant developments in 2013 in the renewable energies market Customers recognize the value of AREVA s offer Competitive landscape changing Customers still face challenges to launch projects Recent examples Offshore Wind : selection by the GDF Suez EDP Renewables consortium as exclusive turbine supplier (1,000 MWe) Bioenergy: selection by neoen for the construction of a biomass co-generation power plant in Commentry (Allier France) Incumbents terminate or dispose of some activities (e.g. Siemens/Solel and ABB/Novatec in solar) Financial difficulties for some competitors Delays in projects financial close Political announcements/rumors on changes in tariffs/regulation Delays in grid connection AREVA Overview September 2013 p.135 Performance and objectives by BG

136 France Throughout the world, governments are supporting the development of renewable energies Targets by 2020:»> 20% of renewable energies in the energy mix by 2020 Incentives:»Off shore: stimulation to favor national champions»bioenergy: feed-in tariffs (~145 in average) Targets:»Double US capacity to generate renewable energy over the next few years Incentives:»Over $60 billion in clean energy investments (American Recovery and Reinvestment Act) : loan guarantees, tax incentives and public investment) USA Targets by 2020:»E.U renewable energies = 20% energy total consumption Incentives:»Off Shore: stimulation policies (e.g. UK : in 2009 site pre-selection + subsidiaries for investment + tax exemption)»bioenergy: feed-in-tariffs (~ 95 /MWh in Germany) Europe (excl. France) Targets:»Renewable energy consumption =10 % of the total energy consumption by 2010 and 15% by 2020 (30GW of wind power & 30GW of Biomass) Incentives:»Central government financial authority s renewable energy fund to support renewable energy development»bioenergy: (e.g. for 2006 subsidy of 0.25 Yuan (US $0.03) per kilowatt-hour for biomass China 1 1Chinese targets and incentives set in the past years are being revised and increased. For instance Wind installed capacity is already 25GWe. AREVA Overview September 2013 p.136 Performance and objectives by BG

137 Accelerated ramp-up of Renewables Targeted acquisitions with strong technological content Offshore Wind: acquisition of Multibrid (2007) and PN Rotor (2009) Solar: acquisition of Ausra (2010) Bioenergy: acquisition of Koblitz (2008) and Thermya technology (2012) Commercial dynamism with numerous contracts AREVA Overview September 2013 p.137 Performance and objectives by BG

138 A targeted offer Adapting our renewable offering to market environment with strong technological content relying on commercial references recent successes Bioenergy Power Generation Acquisition of a leading biomass torrefaction technology 500+ projects worldwide totalizing over 2.5 GW 35 years of experience September 2013: contract for a co-generation power plant in France Offshore Wind Power Generation A light-weight structure Supplying and installing 120 turbines with a 600 MW output (Global Tech 1 & Borkum West 2) July 2013: selection by the GDF Suez EDP Renewables consortium as exclusive turbine supplier Concentrated Solar Thermal Flat mirrors and variable steam Reliance project in India July 2013: signature of a strategic partnership with PCMC Membrane technologies for electrolysis stacks and fuel cells Myrte storage system (500 KWc) July 2013: PED certification for its electrolysis stack Storage Applying AREVA s historical nuclear expertise in renewable development AREVA Overview September 2013 p.138 Performance and objectives by BG

139 Logic behind segment choices: technological differentiation Energy storage Creation of Helion Launch of CEA Saclay backup power system First electrolysis stack Launch of first Green Energy Box First commercial references Biomass Integration of Biomass activities from AREVA T&D Acquisition of Koblitz Launch of Flexbio boiler Acquisition of Thermya Wind Acquisition of 51% of Multibrid Acquisition of PN Rotor (Blades) Acquisition of 49% of Multibrid Solar Acquisition of Ausra Acquisition and/or development of high-technology products with strong differentiation potential: e.g. largest offshore turbine with innovative hybrid design, lowest-cost Fresnel CSP solution, innovation in biomass torrefaction, etc. Leverages AREVA s capabilities: industrialization of complex technologies, strong engineering content AREVA Overview September 2013 p.139 Performance and objectives by BG

140 Competitive overview Focus on Wind Siemens AREVA Vestas REpower GE Alstom Gamesa Hyundai Doosan Size of operationally proven* turbines 3.6MW 5MW 2 & 3MW 5MW 3.6MW Sinovel - XEMC - MHI Number of turbines by 2015 in German projects** c.450 c.300 c.180 c Comments on AREVA competitors Siemens: market leader with 3.6MW turbine and planning launch of 6MW turbine in coming years (prototype in 2013) Vestas: Strong historical player behind Siemens with its 3MW model; planning launch of a 8MW model in coming years, but struggling financially REpower: Direct product challenger to AREVA with its 5 and 6MW models, but mother company is in financial difficulties and is defaulting on its debt Number of onshore players are considering market entry, but are at earlier technological stage with no references and are hesitant on strategy (e.g. GE possibly exiting the market) Note: *Operating at sea for over a year; **BARD excluded as no longer in business Source: AREVA Analysis, **German Wind Energy Agency Research 2011 AREVA Overview September 2013 p.140 Performance and objectives by BG

141 Competitive overview Focus on Solar CSP Capacity as of today* (MW) (operating and under construction) Parabolic Trough Tower Linear Fresnel (CLFR) Comments Abengoa Alstom Brightsource ACS Acciona AREVA Sener Solar Reserve Siemens Solel ABB Novatec GE ESolar Emerging market with competing technology options Main competition is between CLFR and parabolic and tower options CLFR has an edge in terms of costs (flat mirrors) and flexibility (variable steam parameters) Siemens has announced market exit Note : *Capacity figures are AREVA best estimates as of November 2012 based on market intelligence Source: AREVA Analysis; AREVA Overview September 2013 p.141 Performance and objectives by BG

142 Competitive overview Focus on Solar CSP PV CLFR Trough Tower Rationale Steam generation CSP enables to produce steam to supplement existing steam turbines or for industrial use PV enables direct electricity production only Low-cost capex potential Fresnel uses common flat mirrors, as opposed to complex parabolic mirrors for trough Tower structure expensive in capex Low-cost maintenance potential Fresnel s flat serial mirrors can be cleaned with automated processes unlike parabolic (curved mirrors) and tower (individual mirrors) Flexibility in steam parameters NS In parabolic, steam parameters are predetermined by physical parameters, whereas in Fresnel steam heat and pressure are modular High local content CSP requires significant local work PV is centrally produced and panels shipped to location with minimal local installation work Embedded energy storage capability CSP enables to heat a fluid with high thermal inertia and store it in a tank, and re-use the heat later Low land use / footprint (except thin film) Smallest land-use of CSP technologies (the widest being tower, parabolic in between) AREVA Overview September 2013 p.142 Performance and objectives by BG

143 Description of activities Wind AREVA supplies the most powerful operationally proven offshore turbine on the market (equal with REpower) 5 MW 3.6 MW A wind turbine designed specifically for offshore use, with a focus on reliability in harsh sea conditions A light-weight structure providing customers with facilitated installation and maintenance AREVA s offshore wind activities cover Turbine design, manufacturing, assembly, and commissioning Maintenance services Major successful ramp-up of the Bremerhaven facility from 17 wind turbines produced in 2011 to over 50 fully-tested turbines in 2012 AREVA Overview September 2013 p.143 Performance and objectives by BG

144 Description of AREVA s Fresnel CSP Technology Description of activities Solar Applications: Power generation 1 Fresnel mirrors reflect sunlight on receiver tubes 2 Tubes optimally receive concentrated solar beams 3 Water circulates in the tubes and generates steam Applications: Hybrid fossil/solar plants Applications: Steam production for industrial use AREVA Overview September 2013 p.144 Performance and objectives by BG

145 Total: c. 1,500 FTE USA (130 p.) Solar headquarters Major AREVA Renewables operational units aligned with market opportunities France (165 p.) Headquarters Solar and Wind R&D Energy storage R&D and Manufacturing Bioenergy (Torrefaction) Germany (760 p.) Wind assembly Wind R&D Blade manufacturing Bioenergy Brazil (325 p.) Bioenergy Business development offices China Singapore Johannesburg Riyadh UK India (85 p.) Solar Bioenergy, including Flexbio boiler workshop Australia (20 p.) Solar execution of Kogan Creek Solar R&D and business development Note: FTE only, as of 30th July 2012 AREVA Overview September 2013 p.145 Performance and objectives by BG

146 Reference projects Alpha Ventus Key facts and figures Customer Location Power output Distance to coast Sea Depth DOTI (Eon, Vattenfall and EWE) German North Sea 30MW (6 M5000 turbines) 56km ~ 30m Delivery schedule Start of electricity production: 2009 Project highlights 1 st German offshore wind farm installation Full EPC experience for AREVA At sea reference for future fully commercial offshore wind farms AREVA Overview September 2013 p.146 Performance and objectives by BG

147 Reference projects Borkum West II Key facts and figures Customer Location Power output Distance to coast Sea Depth Trianel (group of German municipalities) German North Sea 200MW (40 M5000 turbines) 45km to Borkum Island 28 to 36m Delivery schedule AREVA delivery started March 2012 AREVA Contracts c. 400 million Project highlights AREVA delivery schedule fully on time and in line with initial contract All 40 turbines finished and handed over to customer by August 2012 The installation of the first AREVA M5000 turbines has begun in September 2013 AREVA Overview September 2013 p.147 Performance and objectives by BG

148 Reference projects Reliance Key facts and figures Customer Location Type Power output Reliance Power Rajasthan, India Standalone CSP plant 125MW Project highlights AREVA providing full power plant installation and construction management services for two 125MW CLFR solar fields for private Indian operator Reliance power Will be Asia s largest solar power installation Up to 60% local content, with 500 peak construction and 40 operations jobs Creation of an on-site, high-volume manufacturing facility AREVA Overview September 2013 p.148 Performance and objectives by BG

149 Reference projects Kogan Creek Key facts and figures Customer Location Type Power output CS Energy Queensland, Australia Hybrid solar / coal plant 44MW add-on to 750MW coal plant Delivery schedule Operation start in 2013 AREVA Contract c. 105m Project highlights Largest solar / coal power augmentation project in the world Key reference for hybrid fossil / solar plant projects Creation of an on-site mirrors manufacturing line AREVA Overview September 2013 p.149 Performance and objectives by BG

150 Wind LCOE* breakdown and areas of AREVA responsibility LCOE* Calculation Example of wind LCOE /MWh Annual Energy Production MWh Turbine rated power MW Power curve MW Wind resources ms -1 Losses % Availability % Project mgmt. Cost of capital % Wind turbine Installation / Foundations ( ) Full AREVA responsibility Partial AREVA responsibility Total costs * Levelized Cost Of Electricity CAPEX OPEX Electrical infrastructure ( ) Maintenance Other OPEX AREVA Overview September 2013 p.150 Performance and objectives by BG

151 Wind LCOE Reduction potential estimated for AREVA Wind turbines Primary AREVA levers to reduce LCOE Increase of turbine rated power Improvement of power curve (mainly through larger turbine diameters) LCOE for current turbines and proposed programs Base 100 = M in Maintaining best-in-class reliability and availability, inherent to AREVA s product (designed specifically for sea conditions) Significant CAPEX reduction: 40 Standardization of components Design to cost Supply chain optimization 20 Industrial excellence / scale effects M M MxE Source: AREVA analysis AREVA Overview September 2013 p.151 Performance and objectives by BG

152 Solar LCOE breakdown and areas of AREVA responsibility LCOE Calculation Example of solar Plant peak power MW LCOE /MWh Annual Energy Production MWh Annual load factor % Solar resources DNI Power Block Efficiency % Availability % Project mgmt Cost of capital % Solar Field Total costs CAPEX OPEX Balance of Plant Maintenance Full AREVA responsibility Partial AREVA responsibility Other OPEX AREVA Overview September 2013 p.152 Performance and objectives by BG

153 CSP costs are expected to improve significantly in coming years Primary AREVA levers to reduce LCOE Improvement of receiver tube performance New-generation coatings Innovative tube designs Significant reduction in overall plant capex Learning curve Standardization of equipment and construction processes Supply chain management and sourcing optimization Integration of a thermal storage solution to significantly increase production hours Reduces cost per MWh Enables production at times of higher electricity prices Reduction rates for CSP from 2012, to 2015 and 2020 (base 100 in 2012 based on generic study of CSP cost forecasts) % -20% % -40% 2020 Source: Literature on CSP cost forecasts, AREVA analysis AREVA Overview September 2013 p.153 Performance and objectives by BG

154 Renewable operators are very profitable at current project economics Profitability margins of main renewable operators in Europe (Percent) EBIT Margin EBITDA Margin 45% 41% 43% 44% 33% 27% 20% Iberdrola Renewables Eon Renewables RWE Renewables EDP Renewables ENEL Renewables DONG Wind Power EDF Energies Nouvelles AREVA Overview September 2013 p.154 Performance and objectives by BG

155 Differentiate through technology Next generation Wind Turbines M M AREVA WIND PROVEN TECHNOLOGY Alpha Ventus Serial production Time to market Performance Track record Minor modifications Castings Bearings Gearbox Generator + State of the art GRP blades M M Design freeze Lehe B certification and blade test Serial production Prototype erection Type certificate MxE Scale up to 7 to 9 MW using AREVA medium speed drive train technology AREVA Overview September 2013 p.155 Performance and objectives by BG

156 Differentiate through technology CSP thermal storage FAST System Partnership with Sandia National Laboratories (USA) Thermal storage consists in transferring heat from the primary solar loop to a fluid with high thermal inertia, which is stored in a tank System uses molten salt instead of water as primary fluid; the heated salt can then be stored in a tank When needed, the hightemperature molten salt transfers its heat to water to produce steam The heat can then be re-used later to produce steam Two options pursued by AREVA to define best technology choices STARS System Solar field 470 C 110 bar Storage Preheater HP Main pump Turbine LP Preheater Feed water tank Generator Condensing unit Partnership with CEA and ADEME The system uses steam as primary fluid, as in the original AREVA Solar design To store the energy, heat is exchanged between the primary steam and storage fluids AREVA Overview September 2013 p.156 Performance and objectives by BG

158 Commercial dynamism and improved profitability Backlog ( bn) Revenue ( m) +5.3% ,589 8,089 8,529 9,104 8,872 9, Restated EBITDA* ( m) + 586m Restated FCF before tax*( m) , ,090-1, , m *Restated for Siemens impacts in 2011 and asset disposals in 2012 AREVA Overview September 2013 p.158 AREVA financials

159 Backlog: nearly 5 years of revenue (in bn) Progress towards the financial targets of Action Very strong sales revenue growth (in m) %* LFL Marked increase in restated EBITDA** (in m) 725 including 300m from OL3 insurance indemnity Dec June 2012 Dec June m 473 H H Very significant improvement in restated free OCF** (in m) H H H H m * +10.0% in reported data ** Restated for asset disposals in 2012 AREVA Overview September 2013 p.159

160 Key H figures: improvement in WCR and profitability Restated net Capex* (in m) - 179m Change in operating WCR (in m) H H H H m Restated operating income* (in m) Net income attributable to owners of the parent - 103m (in m) 80-80m * Restated for asset disposals in 2012 H H H H AREVA Overview September 2013 p.160

161 Backlog: nearly 5 years of sales revenue (in bn) Backlog at 6/30/2013 Number of years of 2012 revenue in backlog Mining Front End Reactors & Services Back End Renewable Energies bn 8 years 9 years 2 years 3 years 1 year AREVA Overview September 2013 p.161

162 In million euros Very strong revenue growth + 434m , RE Corporate 4, Front End R&S Back End Mining Nuclear businesses*: +14.9% like for like** H H * Nuclear businesses = Mining, Front End, R&S and Back End BGs + Engineering & Projects (accounted for under "Other"). ** +11.8% in reported data AREVA Overview September 2013 p.162

163 In million euros Marked increase in EBITDA* m at constant consolidation scope + 48m Mining Front End +35 R&S Back End RE -26 Other 473 incl. 27m PRISME - 265m incl. OL3 insurance indemnity in 2012 H reported H restated** Nuclear business***: %, i.e. 13.7% of revenue H reported * Excluding OL3 insurance indemnity awarded in H1 ** Restated for asset disposal in 2012 *** Nuclear businesses = Mining, Front End, R&S and Back End BGs + Engineering & Projects (accounted for under "Other"). AREVA Overview September 2013 p.163

164 In million euros H reported H restated* Very significant improvement in free operating cash flow H reported R&S Back End RE Other -313 Front End Mining + 278m Positive free operating cash flow in the nuclear businesses** at 62m, i.e m vs. H * Restated for asset disposal in 2012 ** Nuclear businesses: Mining, Front End, R&S and Back End BGs + Engineering & Projects (accounted for under "Other"). AREVA Overview September 2013 p.164

165 Free operating cash flow: half of Capex self-funded In millions of euros 473 Losses on disposals of PP&E +6 Change in operating WCR -171 Gross Capex 50% self-funded vs. 36% in H Free operating cash flow before tax Disposals of fixed assets EBITDA AREVA Overview September 2013 p.165

166 In millions of euros Net debt 12/31/2012 6/30/2013-3, Restated free operating cash flow before tax Cash flow from end of lifecycle operations Dividends paid to minority interests Income tax Net financial income (cash) -13 Other -4, m AREVA Overview September 2013 p.166

167 In m H H Change Mining: a remarquable half year Backlog 10,472 11, Multiyear U 3 O 8 contracts with US and Asian utilities Contribution to consolidated revenue Increase in volumes Increase in average sale price Changes in consolidation scope: deconsolidation of La Mancha Restated operating income* Increase in volumes Increase in average sale price incl. impairment (164) - Restated EBITDA* Restated net Capex* (342) (212) +130 Bakouma and Ryst Kuil in H Increase in volumes Increase in average sale price Changes in consolidation scope: deconsolidation of La Mancha (+ 29m contribution in H1 2012) Capex focused on Cigar Lake and Imouraren sites Restated free operating cash flow before tax* * Restated for asset disposal in Increase in EBITDA Decrease in Capex Reduction in natural uranium inventories AREVA Overview September 2013 p.167

168 In m H H Change Front End: ramp-up in business Backlog 18,712 17, Contract for the supply of enriched uranium (integrated offer) with an Asian customer Several enrichment contracts (United States, France) Contracts to supply fuel assemblies to European utilities Contribution to consolidated revenue Enrichment: restart of sales in France Fuel: favorable contract mix Operating income EBITDA Net Capex (407) (240) +168 Gains on disposals of PP&E in H Provision reversals - IAS 19 revised (H1 2012) Gains on disposals of PP&E in H Impact of costs of operations prior to shut down of industrial facilities, with provisions recognized in previous year Ramp-up of GBII and performance improvement plan Decrease in Capex, as per forecast Free operating cash flow before tax (305) (124) +181 Decrease in Capex AREVA Overview September 2013 p.168

169 Reactors & Services: buoyant installed base business In m H H Change Backlog 8,295 7, Strong H Safety Alliance contracts Contracts for the supply of spent pool systems for US utilities Contribution to consolidated revenue 1,631 1, Installed Base services: strong business in France New Builds: contributions from OL3, FA3 and Hinkley Point projects Operating income (198) (113) +85 OL3 provisions: 150m in H vs. 300m in H EBITDA 154 (110) -265 Net Capex (74) (73) +2 = 300m insurance indemnity awarded in relation to OL3 in H Lower spending level on one of the EPR projects vs. H Development for the group s line of reactors New press at Creusot Forge Free operating cash flow before tax (265) (206) +59 Control of capital spending Strong improvement in change in WCR AREVA Overview September 2013 p.169

170 Back End: sustained level of activity In m H H Change Backlog 6,167 5, Negotiations in progress with EDF for used fuel treatment contract for Recycling: contracts abroad Logistics: cask manufacturing contracts US and Belgian utilities Contribution to consolidated revenue Recycling: high level of business under foreign contracts Logistics: strong business in cask manufacturing in Europe and dry storage in the US Production delayed in Recycling Operating income Provision reversals - IAS 19 revised (H1 2012) EBITDA In line with the activity level Net Capex (55) (42) +13 Recycling: Capex at La Hague and Melox Development of international projects Free operating cash flow before tax Increase in EBITDA Decrease in Capex AREVA Overview September 2013 p.170

171 Renewables: performance down pending new orders In m H H Change Backlog 1, No significant new contracts Biomass contracts in Thailand and France Several ongoing negotiations Contribution to consolidated revenue Offshore Wind: installation schedule delays for BW2 & GT1 Bioenergies: lower level of activity in Brazil Solar: progress on Reliance project Operating income (33) (64) -30 EBITDA (25) (55) -29 Lower level of activity in Offshore Wind and Bioenergies Lower activity in Offshore Wind and Bioenergies Restructuring of solar projects in the US Cash spending on solar project Net Capex (32) (43) -11 Development of Offshore Wind and Solar Free operating cash flow before tax 4 (193) -197 Decrease in EBITDA Use of customer down-payments not offset by additional prepayments on new contracts AREVA Overview September 2013 p.171

172 Our half year 2013 performance confirms our financial outlook H actual 2013 outlook Underlying assumptions Revenue Nuclear: +14.9% LFL Renewables: 214m Nuclear: +3 to 6% LFL Renewables: c. 450m* H comparable to H after a very strong H1 No significant contribution from new contracts EBITDA 473m > 1.1bn Catch-up in Recycling production Ongoing cost reduction plan actions Free operating cash flow before tax - 313m Breakeven Positive contribution of WCR with new contracts expected Capex management ( 1bn in H2 2013) At constant consolidation scope and excluding impacts of asset disposals * vs. c. 600M previously AREVA Overview September 2013 p.172

173 AREVA ownership structure French State 86.5% CEA 61.5% French State 21.7% BPI 3.3% Public 4.0% KIA 4.8% Total 1.0% Employees 1.2% EDF 2.2% Treasury shares 0.2% CEA: BPI: Commissariat à l Energie Atomique et aux Energies Alternatives Banque Publique d Investissement KIA: Kuwait Investment Authority AREVA Overview - September 2013 p.173 AREVA financials

174 Contents Introduction to AREVA Developments at AREVA Action 2016 strategic plan Nuclear: a critical path to the solution Performances and objectives by BG AREVA financials Appendices: financials AREVA Overview September 2013 p.174

175 Non-operating items In m H H Change Reported operating income Net financial income (191) (93) +98 Share in net income of associates Income tax (149) (100) +49 Net income attributable to minority interests Net income attributable to equity owners of the parent Net earnings per share (in euros) AREVA Overview September 2013 p.175

176 Net financial income In m H H Change End-of-lifecycle operations, including: Income from financial portfolio earmarked for end-of-lifecycle operations Income from non-portfolio assets (including receivables from dismantling) Discount reversal expenses on end-of-lifecycle operations and impact of schedule revisions (148) (127) Net borrowing costs (95) (100) -5 Net gain on sales of securities Disposal of securities* Discount reversal: retirement and employee benefits (42) (33) +9 Other income and expenses (91) (67) +24 Net financial income (191) (93) +98 * Mainly Sofradir in 2012 AREVA Overview September 2013 p.176

177 Appendix 1 Simplified balance sheet at June 30, 2013 (in bn) Goodwill Total equity Capital assets Provisions for end-of-lifecycle operations 4.7 Other provisions Assets earmarked for end-of-lifecycle operations Net debt: 4,471m Investments in associates Other non-current financial assets Deferred taxes Assets (simpl.) 1.2 Other assets and liabilities 0.6 Operating working capital requirement = 22.2 = Liabl + Equity (simpl.) AREVA Overview September 2013 p.177

178 Appendix 2 Balance Sheet at June 30, End-of-lifecycle operations End-of of-lifecycle operations* In m 5, ,774 Receivables 697 6, The French law of June 28, 2006 on the sustainable management of radioactive materials and waste requires that 100% of the provisions for end-of-lifecycle operations be covered by earmarked assets since June 28, 2011 Dedicated portfolio 5,774 6,167 5,077 At June 30, 2013, AREVA's coverage of activities subject to the law of June 28, 2006 was 98.4% Assets AREVA Assets breakdown Provisions Third party share * for all French and foreign facilities, including those not subject to the French law of June 28, 2006 The tax rates used at June 30, 2013 for its facilities in France are: - inflation rate: 1.9% - discount rate*: 4.75% * The sensitivity of end-of-lifecycle provisions to the above rates is discussed in note 7 to the summary half-year consolidated financial statements at June 30, 2013 AREVA Overview September 2013 p.178

179 Appendix 3 Net income attributable to minority interests In m H H Change Somaïr Katco Imouraren - (5) -5 Eurodif, Sofidif and subsidiaries 7 (10) -17 AREVA TA (5) (1) +4 Other (2) 2 +4 Total AREVA Overview September 2013 p.179

180 Appendix 4 Change in revenue like for like In m H H Reported revenue Revenue LFL Foreign exchange impact Consolidation scope impact Reported revenue Mining BG Front End BG Reactors & Services BG 1,714 1, ,631 Back End BG Renewable Energies BG Corporate and Other Total Nuclear and Renewables operations 4,762 4, ,329 AREVA Overview September 2013 p.180

181 Appendix 5 Statement of Income In m June 30, 2013 June 30, 2012 Revenue 4,762 4,329 Other income from operations Cost of sales (3,981) (3,719) Gross margin Research and development expenses (136) (135) Marketing and sales expenses (122) (118) General and administrative expenses (194) (202) Other operating income and expenses (102) 249 Operating income Income from cash and cash equivalents Gross borrowing costs (120) (117) Net borrowing costs (100) (95) Other financial income and expenses 7 (95) Net financial income (93) (191) Income tax (100) (149) Net income of consolidated businesses Share in net income of associates 1 5 Net income from continuing operations Net income from discontinued operations Net income for the period including minority interests Net income attributable to owners of the parent AREVA Overview September 2013 p.181

182 Appendix 6 Statement of Financial Position (1/2) ASSETS (in m) June 30, 2013 December 31, 2012 Non-current assets 22,917 22,107 Goodwill on consolidated companies 4,085 3,998 Intangible assets 3,119 2,961 Property, plant and equipment 8,206 7,738 End-of-lifecycle assets (third party share) Assets earmarked for end-of-lifecycle operations 5,774 5,695 Equity associates Other non-current financial assets Pension fund assets 0 0 Deferred tax assets 1,062 1,029 Current assets 8,854 9,148 Inventories and work-in-process 2,550 2,608 Trade accounts receivable and related accounts 2,506 2,130 Other operating receivables 2,095 2,079 Current tax assets Other non-operating receivables Cash and cash equivalents 1,360 1,543 Other current financial assets Assets of operations held for sale Total assets 31,771 31,255 AREVA Overview September 2013 p.182

183 Appendix 6 Statement of Financial Position (2/2) LIABILITIES AND EQUITY (in m) June 30, 2013 December 31, 2012 Equity and minority interests 5,530 5,556 Share capital 1,456 1,456 Consolidated premiums and reserves 3,802 3,759 Actuarial gains and losses on employee benefits (342) (385) Deferred unrealized gains and losses on financial instruments Currency translation reserves Equity attributable to owners of the parent 5,134 5,174 Minority interests Non-current liabilities 14,151 14,107 Employee benefits 1,975 2,026 Provisions for end-of-lifecycle operations 6,376 6,331 Other non-current provisions Long-term borrowings 5,496 5,564 Deferred tax liabilities Current liabilities 12,091 11,593 Current provisions 2,512 2,562 Short-term borrowings Advances and prepayments received 4,351 4,004 Trade accounts payable and related accounts 1,926 1,928 Other operating liabilities 2,667 2,581 Current tax liabilities Other non-operating liabilities Liabilities of discontinued operations - 73 Total liabilities and equity 31,771 31,255 AREVA Overview September 2013 p.183

184 Appendix 7 Change in net debt In m Net debt at December 31, 2012 (3,948) EBITDA from operations (excluding end-of-lifecycle costs) % of sales % Income on the disposal of operating assets 6 Change in operating WCR (171) Net operating Capex (621) Free operating cash flow before tax (313) End-of-lifecycle operations (20) Dividends paid (33) Other (net financial investments, income tax, non-operating WCR, etc.) (189) Change in net cash (debt) (523) Net debt at June 30, 2013 (4,471) AREVA Overview September 2013 p.184

185 Appendix 8 Key data by BG (1/2) H In m (except employee data) Mining Front End Reactors & Services Back End Renewable Energies Corporate and Other Total group Contribution to consolidated revenue , ,762 Results Operating income (113) 228 (64) (126) 245 Percentage of contribution to consolidated revenue EBITDA (excluding end-oflifecycle costs) Percentage of contribution to consolidated revenue +31.1% +6.9% -6.6% +23.4% -29.7% % +5.1% (110) 305 (55) (90) % +11.3% -6.4% +31.3% -25.6% % +9.9% Cash Net Capex (212) (240) (73) (42) (43) (12) (621) Change in operating WCR (24) 19 (99) (204) (171) Free operating cash flow 233 (124) (206) 282 (193) (306) (313) Other Workforce at year end 4,596 8,620 15,703 11,519 1,432 4,575 46,445 AREVA Overview September 2013 p.185

186 Appendix 8 Key data by BG (2/2) H In m (except workforce) Mining Front End Reactors & Services Back End Renewable Energies Corporate and other Total Group Contribution to consolidated revenue , ,329 Results Operating income (198) 443 (33) (54) 441 Percentage of contribution to consolidated revenue EBITDA (excluding end-oflifecycle costs) Percentage of contribution to consolidated revenue +15.0% +20.4% -12.1% +55.5% -13.1% -59.0% +10.2% (25) (64) % +18.7% +9.5% +33.5% -10.1% % Cash Net Capex (227) (407) (74) (55) (32) (4) (800) Change in operating WCR (346) (235) (327) Free operating cash flow 150 (305) (265) (302) (476) Other Workforce at year end 5,496 8,738 15,956 11,058 1,403 4,556 47,206 AREVA Overview September 2013 p.186

187