AREVA's Front-End division is the world leader in mining, chemistry, enrichment, and fuel. It supplies the front end of the nuclear fuel cycle. AREVA is investing to maintain its leadership, including exploring for new uranium sources, and developing new enrichment technologies like centrifuge. The division accounted for over €5 billion in sales in 2008.
This document discusses renewable energy potential and deployment scenarios in Cambridgeshire, England. It finds that Cambridgeshire has significant potential for renewable electricity and heat, especially from solar, biomass, heat pumps, and wind. Modeling four scenarios, the medium to high scenarios could deliver UK renewable energy and carbon targets by 2031, representing £3-6 billion in investment potential. Three primary delivery pathways are examined: public sector, community, and commercial, with community having potential from solar, heat pumps, wind, and solar water heating totaling hundreds of millions of pounds in capital expenditures.
Presentation by Camco on the baseline study of Cambridgeshire and the three pathways for delivering renewable energy in Cambridgeshire, at the CRIF final event on 15th November 2011.
E+PC Engineering & Projects Company is a subsidiary of AVENG (AFRICA) LTD that provides engineering services to the mining, chemical, petrochemical and energy industries. The Power & Energy Division supports the power and energy sector on EPC and EPCM projects, with experience in power island selection and balance of plant design. Recent projects include feasibility studies for coal and co-generation plants in South Africa, an EPCM contract for turbines and boilers in the Republic of Congo, and bidding on an EPC package for nuclear power plant balance of plant systems in South Africa.
A copy of the presentation by Sheryl French, Duncan Price and Tim Lunel at the CRIF Final Event on Tuesday 15th November at the SmartLife Centre, Cambridge.
The document discusses Peter Birkner's background and career in electrical power engineering, including his positions within RWE Group and current role as Chief Technical Officer and Member of the Board at Mainova AG. It also outlines his involvement in industry organizations and roles teaching electrical power engineering at universities. The curriculum vitae provides context for Birkner's expertise on transforming the energy sector.
Presentation by Prof. Ric Parker - director of research and technology, Rolls Royce, at the CBI climate change forum seminar - Opportunities for business in a low-carbon economy, 8 September, 2009.
This document provides a summary of the development of a national vision for Ireland through 2050 using an analytic framework called Irish TIMES. It describes the modeling partners and funding sources for the Irish TIMES Project. It then summarizes the key components and functioning of the TIMES model for balancing costs and emissions across different sectors of the economy. Several scenarios are examined including a reference scenario and two scenarios aiming for 80% and 95% reductions in CO2 emissions by 2050. The results provide insights into least cost pathways and key technologies needed to meet various emissions reduction targets. Next steps are identified to improve the model.
One of the fastest growing industries in Norway is the renewable energy sector. The countries geographical location coupled with strong government initiatives has played a major role to attract investments in this segment. Growing demand for clean energy and the potential for hydro and wind energy are expected to boost the market.
The report begins with an overview of the industry indicating installed capacity growth and the electricity generated. Figures pertaining to the installed capacity for hydro and wind power have been provided. An analysis of drivers explains factors contributing to the huge potential based on the geographical distribution for power generation, high precipitation levels, technological developments, favourable water system and fluctuating crude oil prices and falling petroleum production. The key challenges identified include power distribution leading to cost escalations and conflicts with other business interests.
The report highlights the government bodies involved in renewable energy market. The major government programmes and initiatives forwarded by the government towards the development of the industry including Energy21, ENOVA, Offshore Renewable Energy Act, RENERGI as well as various international cooperation agreements have been discussed. The legal framework in the energy sector including various laws and acts to be considered in the application of a new project has been covered
Competition section profiles the major players in the market. The section contains a snapshot of their corporation, financial performance and business highlights, providing an insight into the existing competitive scenario.
This document discusses renewable energy potential and deployment scenarios in Cambridgeshire, England. It finds that Cambridgeshire has significant potential for renewable electricity and heat, especially from solar, biomass, heat pumps, and wind. Modeling four scenarios, the medium to high scenarios could deliver UK renewable energy and carbon targets by 2031, representing £3-6 billion in investment potential. Three primary delivery pathways are examined: public sector, community, and commercial, with community having potential from solar, heat pumps, wind, and solar water heating totaling hundreds of millions of pounds in capital expenditures.
Presentation by Camco on the baseline study of Cambridgeshire and the three pathways for delivering renewable energy in Cambridgeshire, at the CRIF final event on 15th November 2011.
E+PC Engineering & Projects Company is a subsidiary of AVENG (AFRICA) LTD that provides engineering services to the mining, chemical, petrochemical and energy industries. The Power & Energy Division supports the power and energy sector on EPC and EPCM projects, with experience in power island selection and balance of plant design. Recent projects include feasibility studies for coal and co-generation plants in South Africa, an EPCM contract for turbines and boilers in the Republic of Congo, and bidding on an EPC package for nuclear power plant balance of plant systems in South Africa.
A copy of the presentation by Sheryl French, Duncan Price and Tim Lunel at the CRIF Final Event on Tuesday 15th November at the SmartLife Centre, Cambridge.
The document discusses Peter Birkner's background and career in electrical power engineering, including his positions within RWE Group and current role as Chief Technical Officer and Member of the Board at Mainova AG. It also outlines his involvement in industry organizations and roles teaching electrical power engineering at universities. The curriculum vitae provides context for Birkner's expertise on transforming the energy sector.
Presentation by Prof. Ric Parker - director of research and technology, Rolls Royce, at the CBI climate change forum seminar - Opportunities for business in a low-carbon economy, 8 September, 2009.
This document provides a summary of the development of a national vision for Ireland through 2050 using an analytic framework called Irish TIMES. It describes the modeling partners and funding sources for the Irish TIMES Project. It then summarizes the key components and functioning of the TIMES model for balancing costs and emissions across different sectors of the economy. Several scenarios are examined including a reference scenario and two scenarios aiming for 80% and 95% reductions in CO2 emissions by 2050. The results provide insights into least cost pathways and key technologies needed to meet various emissions reduction targets. Next steps are identified to improve the model.
One of the fastest growing industries in Norway is the renewable energy sector. The countries geographical location coupled with strong government initiatives has played a major role to attract investments in this segment. Growing demand for clean energy and the potential for hydro and wind energy are expected to boost the market.
The report begins with an overview of the industry indicating installed capacity growth and the electricity generated. Figures pertaining to the installed capacity for hydro and wind power have been provided. An analysis of drivers explains factors contributing to the huge potential based on the geographical distribution for power generation, high precipitation levels, technological developments, favourable water system and fluctuating crude oil prices and falling petroleum production. The key challenges identified include power distribution leading to cost escalations and conflicts with other business interests.
The report highlights the government bodies involved in renewable energy market. The major government programmes and initiatives forwarded by the government towards the development of the industry including Energy21, ENOVA, Offshore Renewable Energy Act, RENERGI as well as various international cooperation agreements have been discussed. The legal framework in the energy sector including various laws and acts to be considered in the application of a new project has been covered
Competition section profiles the major players in the market. The section contains a snapshot of their corporation, financial performance and business highlights, providing an insight into the existing competitive scenario.
The document discusses the multiple benefits of energy efficiency policies in the EU. It argues that such policies could save the EU at least €50 billion per year in foreign energy expenditures, which could be invested domestically instead. Energy efficiency also improves competitiveness and reduces energy poverty. Examples from Germany show that co-financing energy efficiency triggers large private investments. The document outlines various other benefits of energy efficiency including reduced emissions, transmission and distribution capacity savings, and avoided costs of reserves, generation, and transmission and distribution infrastructure.
RWE Power is working with partners on the ADELE project to develop adiabatic compressed air energy storage (CAES) technology for electricity supply. The goal is to increase the efficiency of CAES to around 70% by capturing heat from air compression and storing it to reheat the air during discharge. Six partners from industry and research aim to develop the technology to the point of an industrial-scale demonstration plant by 2016. General Electric is focusing on optimizing the overall system and developing the compressor and turbine, which face significant technical challenges from the high pressures and temperatures involved in the CAES process.
20120917 public consultation_doc-sev1_awiDonald Jones
Presentation provided by AEE Renewables during a presentation held at South Marston Village Hall on 21 Nov 2012 regarding the Sevor Farm Solar installation
The document discusses integrating knowledge management and collaboration activities into project management. It recommends semantically linking Confluence and JIRA so project content is available in a single place and aggregating wiki content into a reliable source of truth for projects. It also provides a demo of the PSN 2.0 collaborative framework and enterprise applications that could be leveraged.
G. Schauer, "EV activities in Austria, EU and worldwide, Results from Fleet T...Eamon Keane
This document summarizes electric vehicle (EV) activities in Austria, Europe, and worldwide. It discusses results from fleet tests, business models, and demand for research and development. Key points discussed include EV test results and experience in Europe, the argument that EVs can help reduce emissions and energy use, and that supporting infrastructure already exists. Business models and total cost of ownership are also covered.
The document discusses challenges in balancing electricity supply and demand in the UK grid as the generation mix shifts to lower carbon sources. It notes that while the system is capable of meeting challenges up to 2020, significant uncertainty exists beyond then as different types of intermittent generation and loads come online in different locations. This will stress networks and balancing operations. A whole systems approach is needed to address risks through tools like increased interconnection, electricity storage, and demand side response. Government must consider actions to ensure a secure, affordable and efficient transition of the electricity system to a low carbon future.
Show Me the Data: Cannon Design Environmental Awareness Week 2012Cliff Majersik
This document discusses how building energy transparency through benchmarking and disclosure is transforming cities. Benchmarking, where buildings' energy use is measured and reported, creates a feedback loop that improves building efficiency. Many jurisdictions now require benchmarking of large commercial buildings. Benchmarking data helps owners prioritize efficiency upgrades, guides investment in energy services, and shows architects opportunities to advance energy policy. Benchmarking is also beginning to influence appraisals, energy modeling, and the development of building energy codes.
The document summarizes a presentation given by Tony Quinlan, the Finance Director of Drax Group plc, at a CBI conference on reforming the UK electricity market. The presentation discusses Drax as the largest coal-fired power station in the UK, supplying 7% of the country's electricity. It outlines drivers for change in the market, including aging generation capacity, decarbonization targets, and affordability concerns. Quinlan assesses different proposals for electricity market reform based on criteria like regulatory stability, investment signals, liquidity, and appropriate support for biomass generation. The presentation concludes that a complementary mix of technologies, including large-scale biomass, will be needed to meet policy objectives at low cost
efficient building designs and operations. more generation capacity. We must next five years, only about 30 percent we help customers identify and quantify
break the link between economic said they have a comprehensive energy savings opportunities, develop business
Transportation development and environmental impact. efficiency strategy in place. cases, and then implement and verify
Energy efficiency is the fastest and most The main obstacles are lack of projects to achieve the promised results.
ABB technologies help improve energy effective way to do this. It’s a competitive internal expertise, upfront capital This holistic approach helps overcome
efficiency in transportation. ABB's Azipod advantage for those who embrace it
This document is the inaugural issue of "Living Energy", a magazine published by Siemens focusing on energy efficiency. In the editorial, Wolfgang Dehen discusses how energy efficiency provides both economic and environmental benefits. He introduces some of Siemens' innovative energy products and solutions. The magazine will explore securing reliable and affordable energy supplies while protecting the climate. This issue focuses on energy efficiency and features articles on offshore wind power in the North Sea, renewable energy from North Sea turbines, operating the world's largest gas turbine in Bavaria, and integrating high-voltage substations internationally.
The Solar Future DE - Ingmar Wilhelm "Can solar PV compete with grid energy i...Paul van der Linden
The document discusses the future of the photovoltaic market. It notes that in 2009, all renewable technologies grew as expected, with solar growing 7% to reach around 1.230 GW of total installed capacity. It outlines Enel Green Power's activities across various renewable technologies and countries. It then examines projections for continued cost reductions and growth in solar capacity in Europe and Italy towards grid parity in the coming years, as well as the increasing importance of smart grids in enabling distributed solar generation.
(1) AmbiRad is a leading manufacturer of energy efficient heating systems including radiant heaters, warm air systems, and air curtains.
(2) They offer a range of heating solutions for industrial and commercial applications that can reduce fuel costs by up to 60% compared to conventional systems.
(3) Their product portfolio includes radiant tube heating, unit heaters, cabinet heaters, air curtains, and combined heating and ventilation systems that provide efficient heating and optimal indoor air quality.
Stephen Lee presented on future system planning to meet new challenges. Some key points:
- Planning needs to take a holistic approach considering the entire power supply and delivery chain.
- Foundations like situational awareness, models, and protection schemes need strengthening to improve reliability.
- New solutions are needed like optimal dispatch, aggregators, energy storage, and expanded transmission.
- Holistic planning optimizes decisions while considering total costs and public benefits.
Energy finance for building retrofits: Energy Performance Contracting UKdrpaulfisher
An introduction to Energy Performance Contracting in the UK:
- What is an EPC
- Benefits & Challenges
- Energy efficiency financing
- What is the process
- How to select your ESCo
- The importance of Monitoring and Verification
US DOE funding and cost targets for CSP Smithers Apex
The U.S. Department of Energy's Solar Energy Technologies Program aims to make concentrating solar power competitive in the intermediate power market by 2015 and the baseload power market by 2020 through research, development and demonstration projects. The program budgeted $55 million for fiscal year 2010, focusing on lowering costs through projects in areas like thermal storage, parabolic troughs, power towers and dish systems. Upcoming solicitations will provide funding for baseload power projects and demonstrations of innovative technologies.
Mercedes-Benz "E-Mobility - The Way into the Future"accessio
John Tilman, Manager Regulatory Affairs, Mercedes-Benz, Research and Development, presenting on Mercedes-Benz's Electric Vehicle efforts at the E-Mobility Symposium in Los Angeles on October 26, 2011 at the W-Hotel Westwood/ Los Angeles. For more information, please visit www.accessio.com/e-mobility
Goal Summit 2016: The New Organization – Different by DesignBetterWorks
Today's digital world has radically changed the way we work. In this research-based presentation at Goal Summit 2016, the Principal and Founder of Bersin by Deloitte, Josh Bersin, reveals the latest research on what makes "the new organization" thrive. Based on research among 7,000 organizations in 130 countries, he highlights why the new organization is a "network of teams" and how culture, leadership, transparency and new models of management are critical to business success.
ROLES RESPONSIBILITY AND CHALLENGES OF TRAINNIG MANAGERMOHIT SHARMA
A training manager organizes and manages training programs within an organization to ensure employees gain skills to perform their jobs effectively. They identify training needs by relating to all levels of staff. Key responsibilities include conducting new hire orientation, evaluating training programs, developing testing and training materials, and analyzing training needs to develop new programs. Training managers face challenges of keeping training budgets and programs up-to-date amid changing legislation, technology, and skill requirements.
A sales organization is a structure through which sales management functions are carried out to market products and services manufactured by a company or procured by the company for resale. There are different types of sales organization designs like line organization, line and staff organization, functional organization, and product organization. The design chosen depends on factors like the company's products, size, structure, and external environment. The goal is to enhance productivity, reduce conflicts, and improve individual performance through an optimal organization design.
This document discusses sales organization structures and sales force deployment. It covers key concepts like specialization, centralization, span of control, and line vs staff positions. Different types of sales organization structures are presented like geographic, product, market, functional and hybrid structures. Considerations for major account management programs and determining the appropriate sales force size are also examined. Finally, the document outlines three interrelated questions around determining required selling effort, number of salespeople, and territory design for effective sales force deployment.
The document discusses the multiple benefits of energy efficiency policies in the EU. It argues that such policies could save the EU at least €50 billion per year in foreign energy expenditures, which could be invested domestically instead. Energy efficiency also improves competitiveness and reduces energy poverty. Examples from Germany show that co-financing energy efficiency triggers large private investments. The document outlines various other benefits of energy efficiency including reduced emissions, transmission and distribution capacity savings, and avoided costs of reserves, generation, and transmission and distribution infrastructure.
RWE Power is working with partners on the ADELE project to develop adiabatic compressed air energy storage (CAES) technology for electricity supply. The goal is to increase the efficiency of CAES to around 70% by capturing heat from air compression and storing it to reheat the air during discharge. Six partners from industry and research aim to develop the technology to the point of an industrial-scale demonstration plant by 2016. General Electric is focusing on optimizing the overall system and developing the compressor and turbine, which face significant technical challenges from the high pressures and temperatures involved in the CAES process.
20120917 public consultation_doc-sev1_awiDonald Jones
Presentation provided by AEE Renewables during a presentation held at South Marston Village Hall on 21 Nov 2012 regarding the Sevor Farm Solar installation
The document discusses integrating knowledge management and collaboration activities into project management. It recommends semantically linking Confluence and JIRA so project content is available in a single place and aggregating wiki content into a reliable source of truth for projects. It also provides a demo of the PSN 2.0 collaborative framework and enterprise applications that could be leveraged.
G. Schauer, "EV activities in Austria, EU and worldwide, Results from Fleet T...Eamon Keane
This document summarizes electric vehicle (EV) activities in Austria, Europe, and worldwide. It discusses results from fleet tests, business models, and demand for research and development. Key points discussed include EV test results and experience in Europe, the argument that EVs can help reduce emissions and energy use, and that supporting infrastructure already exists. Business models and total cost of ownership are also covered.
The document discusses challenges in balancing electricity supply and demand in the UK grid as the generation mix shifts to lower carbon sources. It notes that while the system is capable of meeting challenges up to 2020, significant uncertainty exists beyond then as different types of intermittent generation and loads come online in different locations. This will stress networks and balancing operations. A whole systems approach is needed to address risks through tools like increased interconnection, electricity storage, and demand side response. Government must consider actions to ensure a secure, affordable and efficient transition of the electricity system to a low carbon future.
Show Me the Data: Cannon Design Environmental Awareness Week 2012Cliff Majersik
This document discusses how building energy transparency through benchmarking and disclosure is transforming cities. Benchmarking, where buildings' energy use is measured and reported, creates a feedback loop that improves building efficiency. Many jurisdictions now require benchmarking of large commercial buildings. Benchmarking data helps owners prioritize efficiency upgrades, guides investment in energy services, and shows architects opportunities to advance energy policy. Benchmarking is also beginning to influence appraisals, energy modeling, and the development of building energy codes.
The document summarizes a presentation given by Tony Quinlan, the Finance Director of Drax Group plc, at a CBI conference on reforming the UK electricity market. The presentation discusses Drax as the largest coal-fired power station in the UK, supplying 7% of the country's electricity. It outlines drivers for change in the market, including aging generation capacity, decarbonization targets, and affordability concerns. Quinlan assesses different proposals for electricity market reform based on criteria like regulatory stability, investment signals, liquidity, and appropriate support for biomass generation. The presentation concludes that a complementary mix of technologies, including large-scale biomass, will be needed to meet policy objectives at low cost
efficient building designs and operations. more generation capacity. We must next five years, only about 30 percent we help customers identify and quantify
break the link between economic said they have a comprehensive energy savings opportunities, develop business
Transportation development and environmental impact. efficiency strategy in place. cases, and then implement and verify
Energy efficiency is the fastest and most The main obstacles are lack of projects to achieve the promised results.
ABB technologies help improve energy effective way to do this. It’s a competitive internal expertise, upfront capital This holistic approach helps overcome
efficiency in transportation. ABB's Azipod advantage for those who embrace it
This document is the inaugural issue of "Living Energy", a magazine published by Siemens focusing on energy efficiency. In the editorial, Wolfgang Dehen discusses how energy efficiency provides both economic and environmental benefits. He introduces some of Siemens' innovative energy products and solutions. The magazine will explore securing reliable and affordable energy supplies while protecting the climate. This issue focuses on energy efficiency and features articles on offshore wind power in the North Sea, renewable energy from North Sea turbines, operating the world's largest gas turbine in Bavaria, and integrating high-voltage substations internationally.
The Solar Future DE - Ingmar Wilhelm "Can solar PV compete with grid energy i...Paul van der Linden
The document discusses the future of the photovoltaic market. It notes that in 2009, all renewable technologies grew as expected, with solar growing 7% to reach around 1.230 GW of total installed capacity. It outlines Enel Green Power's activities across various renewable technologies and countries. It then examines projections for continued cost reductions and growth in solar capacity in Europe and Italy towards grid parity in the coming years, as well as the increasing importance of smart grids in enabling distributed solar generation.
(1) AmbiRad is a leading manufacturer of energy efficient heating systems including radiant heaters, warm air systems, and air curtains.
(2) They offer a range of heating solutions for industrial and commercial applications that can reduce fuel costs by up to 60% compared to conventional systems.
(3) Their product portfolio includes radiant tube heating, unit heaters, cabinet heaters, air curtains, and combined heating and ventilation systems that provide efficient heating and optimal indoor air quality.
Stephen Lee presented on future system planning to meet new challenges. Some key points:
- Planning needs to take a holistic approach considering the entire power supply and delivery chain.
- Foundations like situational awareness, models, and protection schemes need strengthening to improve reliability.
- New solutions are needed like optimal dispatch, aggregators, energy storage, and expanded transmission.
- Holistic planning optimizes decisions while considering total costs and public benefits.
Energy finance for building retrofits: Energy Performance Contracting UKdrpaulfisher
An introduction to Energy Performance Contracting in the UK:
- What is an EPC
- Benefits & Challenges
- Energy efficiency financing
- What is the process
- How to select your ESCo
- The importance of Monitoring and Verification
US DOE funding and cost targets for CSP Smithers Apex
The U.S. Department of Energy's Solar Energy Technologies Program aims to make concentrating solar power competitive in the intermediate power market by 2015 and the baseload power market by 2020 through research, development and demonstration projects. The program budgeted $55 million for fiscal year 2010, focusing on lowering costs through projects in areas like thermal storage, parabolic troughs, power towers and dish systems. Upcoming solicitations will provide funding for baseload power projects and demonstrations of innovative technologies.
Mercedes-Benz "E-Mobility - The Way into the Future"accessio
John Tilman, Manager Regulatory Affairs, Mercedes-Benz, Research and Development, presenting on Mercedes-Benz's Electric Vehicle efforts at the E-Mobility Symposium in Los Angeles on October 26, 2011 at the W-Hotel Westwood/ Los Angeles. For more information, please visit www.accessio.com/e-mobility
Goal Summit 2016: The New Organization – Different by DesignBetterWorks
Today's digital world has radically changed the way we work. In this research-based presentation at Goal Summit 2016, the Principal and Founder of Bersin by Deloitte, Josh Bersin, reveals the latest research on what makes "the new organization" thrive. Based on research among 7,000 organizations in 130 countries, he highlights why the new organization is a "network of teams" and how culture, leadership, transparency and new models of management are critical to business success.
ROLES RESPONSIBILITY AND CHALLENGES OF TRAINNIG MANAGERMOHIT SHARMA
A training manager organizes and manages training programs within an organization to ensure employees gain skills to perform their jobs effectively. They identify training needs by relating to all levels of staff. Key responsibilities include conducting new hire orientation, evaluating training programs, developing testing and training materials, and analyzing training needs to develop new programs. Training managers face challenges of keeping training budgets and programs up-to-date amid changing legislation, technology, and skill requirements.
A sales organization is a structure through which sales management functions are carried out to market products and services manufactured by a company or procured by the company for resale. There are different types of sales organization designs like line organization, line and staff organization, functional organization, and product organization. The design chosen depends on factors like the company's products, size, structure, and external environment. The goal is to enhance productivity, reduce conflicts, and improve individual performance through an optimal organization design.
This document discusses sales organization structures and sales force deployment. It covers key concepts like specialization, centralization, span of control, and line vs staff positions. Different types of sales organization structures are presented like geographic, product, market, functional and hybrid structures. Considerations for major account management programs and determining the appropriate sales force size are also examined. Finally, the document outlines three interrelated questions around determining required selling effort, number of salespeople, and territory design for effective sales force deployment.
Organization structure in international businessCitibank N.A.
The document discusses different types of organizational structures used in international business. It describes centralization versus decentralization and the tradeoffs of each. There are five main types of organizational structures covered: functional structure, international division structure, product division structure, geographic (area) division structure, and matrix division structure. Each structure has advantages and disadvantages for coordinating and responding to activities in different markets and geographies.
This document provides a business plan for a Dosa restaurant. It outlines objectives to keep food costs below 35% of revenue and expand marketing. The plan details the restaurant's mission to provide excellent food and service. It will feature indoor and outdoor seating with a unique Indian design. The menu will focus on dosas and other South Indian cuisine. The plan analyzes the target market and identifies competitors. It proposes strategies for marketing, sales, management, hiring staff, and financial projections.
This document analyzes the author's past and present romantic relationships using a BCG matrix format. It summarizes that the author's current relationship ranks highly compared to other relationships but that awareness of the relationship is low. The physical characteristics between the author and his partner are described as strong, though a disconnect was found between what the partner needs from the relationship and what the author provides. The summary concludes that the current relationship appears to be weakening with long-term prospects diminishing, and that addressing roadblocks is important to maintain the relationship.
The document discusses MACED's approach to promoting clean energy in Appalachia. It notes that the region faces economic distress due to the decline of coal and rising energy costs, creating an opportunity for clean energy growth. MACED's strategies include supporting new clean energy jobs with capital and assistance, creating examples that benefit local communities, and piloting programs to increase energy efficiency. The organization provides capital, technical support, and advocacy to strengthen the clean energy value chain in Appalachia from entrepreneurs to end users.
The document provides information about AREVA, a company that operates in nuclear power and renewable energy industries. It discusses AREVA's business areas, strategy, and outlook. AREVA's strategy is to build one third of new nuclear capacity, secure fuel cycle services for customers, and expand in renewable energy. It aims to offer a range of carbon-free power generation solutions while improving safety, competitiveness and efficiency. AREVA is pursuing its strategy through investment and continuous improvement initiatives.
The presentation discusses AREVA Solar's compact linear fresnel reflector (CLFR) technology for solar power hybridization and power augmentation. AREVA is a global leader in carbon-free energy with over 48,000 employees and $12.5 billion in revenues. It offers comprehensive CSP solutions using its CLFR technology, which is the lowest cost and most land-efficient CSP technology. The CLFR technology can be used for solar hybridization with natural gas or coal-fired power plants to ensure reliability when solar power is not available and lower emissions. It can also augment power production at existing fossil fuel plants.
What is Cambridshire's potential for renewable energy? – Duncan Price, Camcocrifcambs
Duncan and his team have identified a range of different technologies that could generate energy locally, providing greater self-sufficiency for Cambridgeshire and buffering it from the impacts of global competition for fossil fuels – a decreasing resource.
This presentation is capturing an indicative scale and range of technologies to demonstrate the energy challenge Cambridgeshire faces. The CRIF project is taking this work and talking to our communities, businesses and public sector partners to inform debate on what is realistic and feasible for Cambridgeshire.
Operations & Maintenance Operator Forum brochurePolly Freeman
The document announces the Operator Forum 2012 conference on optimizing operations and maintenance strategies for onshore and offshore wind portfolios. The conference will provide owner/operators a forum to collaborate with turbine manufacturers and service providers on driving down operational costs and improving turbine performance. Key topics will include establishing effective O&M models for offshore wind, proactive maintenance strategies, analyzing performance data, and determining the best options for post-warranty maintenance.
Camco CRIF presentation public sector 12 oct 2011crifcambs
The document presents a framework for increasing renewable energy deployment in Cambridgeshire. It finds that the county has significant potential for solar, biomass, heat pumps, and wind energy under different scenarios. Deployment could range from a low scenario of 8% to a high scenario of 30% by 2031, closing the carbon gap. This would represent billions of pounds in investment. Key pathways for deployment include public sector, community, and commercial. The public sector could maximize the potential of its assets and policies to attract investment. Communities need funding and guidance. The commercial sector requires a supportive policy framework and opportunities to be clearly identified.
Pura Vida Energy (ASX:PVD) Resource Upgrade Presentation 30 April 2012Hong Bao Media
Risc has revised resource estimates for Pura Vida Energy's Mazagan permit in Morocco, upgrading prospects in the Lower Cretaceous and recognizing new leads. The independent assessment estimates over 3.2 billion barrels of mean prospective oil resources across the permit. Key prospects like Toubkal have multi-hundred million barrel potential and show strong seismic indications of hydrocarbons similar to Ghana's Jubilee field. Upcoming activities will include seismic reprocessing and seeking funding to drill prospects targeting hundreds of millions of barrels of net oil by 2013.
ISO 50001 provides a framework for organizations to establish an energy management system to improve energy performance including energy efficiency. It helps companies reduce energy costs, better utilize existing energy-consuming assets, and facilitate transparency in energy resource management. Implementing ISO 50001 involves establishing an energy policy, conducting an energy review to establish a baseline and indicators, implementing a plan to improve energy performance through the PDCA cycle, and continually reviewing and improving the EnMS.
Pura Vida Energy (ASX:PVD) Investor presentation (13 Feb 12)Hong Bao Media
Pura Vida Energy recently held an IPO and listed on the ASX on February 14, 2012. The company holds a 75% interest in the large Mazagan exploration permit offshore Morocco, which has over a billion barrels of independently assessed prospective oil resources. Pura Vida plans to undertake an exploration program on Mazagan in 2012 to improve risking and recognize additional resources in order to secure funding for a drilling program targeting several hundred million barrels of oil. The company aims to build a diversified oil and gas portfolio in Africa through exploration success, acquisitions, and farm-ins.
Pura Vida Energy (ASX:PVD) Investor Presentation February 2012Hong Bao Media
Pura Vida Energy held an investor presentation in February 2012 to discuss its recently completed IPO and listing on the ASX, as well as plans for exploration of its Mazagan permit offshore Morocco. The presentation highlighted that Pura Vida has a large acreage position in Morocco with independently certified potential resources of over 1 billion barrels of oil. It also noted that exploration of the Mazagan permit is currently underway and aims to de-risk prospects and increase recognized resources to secure funding for future drilling.
Energy Efficient Solutions for FPSO ApplicationsIQPC
The presentation discusses energy efficient solutions for floating production storage and offloading (FPSO) vessels. It introduces variable speed drives (VSDs) as an alternative to mechanical drives powered by gas turbines. VSDs provide higher efficiency, reliability, and flexibility compared to gas turbines. A case study shows replacing gas turbine drives with VSDs for compressors on an FPSO, reducing total installed power needs by 50% and gas turbine count from eight to four. VSDs are presented as the more energy efficient solution for FPSO applications.
Pura vida energy ipo investor presentation (24 nov 11)Hong Bao Media
This document summarizes an investor presentation for Puravida Energy's upcoming IPO on the Australian Securities Exchange. Some key points:
- Puravida holds exploration licenses offshore Morocco covering over 10,000km2 with independently estimated potential resources over 1 billion barrels of oil.
- Their main prospect, Toubkal, has a mean estimate of 790 million barrels of oil and is comparable to Ghana's billion barrel Jubilee field.
- Funds from the IPO, which offers up to 20 million shares at $0.20 each to raise $4 million, will fund their initial work program in Morocco and repay shareholder loans.
- Puravida has assembled an experienced board and management
The document discusses the services provided by the Global Energy Group across several sectors of the energy industry, including: offshore construction and maintenance, hydroelectric facilities, offshore drilling rigs, FPSOs, subsea installation vessels, wave and tidal structures, power generation, pipelines, and more. The Global Energy Group provides services such as civil, mechanical and electrical construction, upgrade and repair work, fabrication, inspection, surveying, project management, and more. They have facilities across several international locations and over 2,500 employees worldwide.
The document summarizes a presentation on electric energy storage systems and opportunities. It discusses how energy storage can help integrate renewable resources and manage grid assets. A variety of energy storage technologies are being demonstrated, but costs remain challenging. Opportunities exist across the energy storage value chain, including in materials, power electronics, and as service providers. Energy storage could maximize PV penetration and support customer energy solutions by providing non-storage options.
This document provides a summary of South Africa's first Energy Efficiency Strategy. It aims to minimize energy usage and its impacts on health and the environment through efficient practices. The strategy sets a national target to improve energy efficiency by 12% by 2014. It will be implemented across all energy-using sectors through plans that promote economic and legislative incentives, efficiency standards and labels, energy audits, and public awareness campaigns. The strategy establishes governance structures to coordinate energy efficiency activities and monitor progress towards targets.
1) The document discusses smarter asset management strategies for renewable energy projects across their lifecycle, from planning and design through operation and maintenance.
2) Advanced analytics tools are highlighted that can optimize wind farm design and placement to increase efficiency. Remote monitoring technologies allow issues to be identified before failures occur.
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2009 figures, economic, social, societal and environmental dataAREVA
AREVA's sustainable development initiative, AREVA Way, revolves around 10 commitments including continuous improvement, innovation, and commitment to employees. In 2009, AREVA entities completed 214 self-assessments and received 299 certifications. R&D expenses were 521 million euros while patent applications increased to 168. Revenue was 8.529 billion euros and net income was 552 million euros. Provisions for end-of-life nuclear operations totaled 5.66 billion euros.
The document is AREVA's 2009 annual results presentation. It summarizes AREVA's performance from 2005-2009, highlights its sustained growth in revenue and order book during this period, and outlines its strategic development plan and financial objectives for 2010-2012. AREVA aims to strengthen its global leadership in the nuclear power cycle, increase its presence in key markets, and improve the performance of its Transmission and Distribution division.
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The document provides an overview of AREVA's business and strategy as of November 2009. It includes key financial data for 2008 and the first half of 2009, including revenue, operating income, net income, cash flow, and debt. It also provides business details and outlook for AREVA's nuclear and renewable divisions. Financial results are reported by division and highlights include a 21% increase in backlog from 2008 to 2009 and a decline in net income attributable to equity holders.
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AREVA is a global leader in CO2-free nuclear power and renewable energy solutions. It has over 75,000 employees working in over 100 countries. AREVA has integrated operations across the entire nuclear fuel cycle, from mining and enrichment to building nuclear reactors and managing used fuel. It is also developing technologies in areas like offshore wind, biomass, and energy storage. AREVA captures growth through its strategy of providing low-carbon energy solutions aligned with growing global energy demand and the need to reduce CO2 emissions.
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The document provides an overview of AREVA's business and strategy. It includes financial data for 2008 and the first half of 2009, including revenue, operating income, net income, cash flow, debt, and key figures by business division. Performance declined in 2009 due to lower revenue and additional provisions for the OL3 project.
The document discusses AREVA's first half 2009 results and outlook. Key highlights include securing fuel cycle contracts with customers, expanding industrial capacity, and strengthening their position in renewable energies. Multiple new nuclear plant projects are in negotiation or development globally. The sale of the Transmission & Distribution division is being considered, along with other asset sales, to raise resources for growth. Negotiations continue on Siemens' exit from their joint nuclear venture. Progress is reported on the Olkiluoto 3 EPR project in Finland, though issues remain with the plant owner's contract management.
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The document provides an overview of AREVA, a global nuclear energy company, including its business segments and market positions. AREVA has two main divisions: Nuclear, where it is the largest player globally with 25-30% market share and €8.1 billion in annual sales; and Transmission & Distribution, where it is the third largest player globally and its market share has increased 50% since 2004. Within Nuclear, AREVA has fully integrated operations along the fuel cycle from mining and front end operations like conversion and enrichment, to building nuclear reactors, fuel production, and back end operations like used fuel recycling.
AREVA, business & strategy overview - April 2009 - Appendix1AREVA
1. Worldwide demand for electricity is projected to double by 2030, increasing the need for power generation.
2. Nuclear power generation does not emit greenhouse gases and has low and stable generation costs, making it a critical part of the solution for meeting future energy needs.
3. Nuclear power has reliable operations and limited fuel price fluctuations due to low dependency on fuel costs compared to other generation sources.
AREVA, business & strategy overview - April 2009AREVA
This document provides an overview of AREVA, a leading company in nuclear energy and electricity transmission. It discusses AREVA's business segments, integrated nuclear fuel cycle operations, strategy to capitalize on nuclear energy revival and growth in transmission & distribution. The summary highlights AREVA's financial performance in 2008 with increased backlog and revenue but lower net income, and outlines plans to maintain growth while ensuring financial soundness during the economic crisis.
Alternatives magazine - Issue 18 - All about nuclear fuelAREVA
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3. 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 investment certificate holders
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 my 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 developed or identified in the
public documents filed by AREVA with the AMF, including those listed in the “Risk
Factors” section of the Reference Document registered with the AMF on April 15,
2009 (which may be read online on AREVA’s website, www.areva.com). AREVA
makes no commitment to update the forward-looking statements and information,
except as required by applicable laws and regulations.
AREVA Overview – November 2009 p.3
4. Contents
►Introduction to AREVA
►Performances and objectives by division
►Delivering profitable growth
►AREVA latest financial results
►Appendices
AREVA Overview – November 2009 p.4
5. AREVA is a global leader in solutions for
CO2-free power generation
75,400 people
100 countries REACTORS
NUCLEAR AND RENEWABLE ENERGIES
FUEL FABRICATION
USED FUEL
RECYCLING
ENRICHMENT
RENEWABLE
SERVICES
ENERGIES
CHEMISTRY
TRANSMISSION & DISTRIBUTION
MINING
TRANSMISSION &
DISTRIBUTION OTHER SOURCES OF
€13,160M Sales (2008) ELECTRIC POWER
Divestment of T&D activities in progress
€1,181M EBITDA (2008)
AREVA Overview – November 2009 p.5
5
7. AREVA is the only fully integrated player
on the nuclear power value chain
JNFL
Mining / Natural
uranium
Conversion /
Front End
chemistry
Enrichment
Natural
uranium fuel
Reactors and Services
Treatment
Back End
Recycling
Presence Recent strategic move / Potential move
Source: AREVA estimates development
AREVA Overview – November 2009 p.7
8. AREVA is now developing a portfolio of
Renewable energy solutions
Wind power Bioenergies Energy Carrier &
Storage
Off-shore wind turbine Specialized EPC for Developer of marketable
designer and biomass fired solutions to foster
manufacturer power plants renewable penetration
Renewable BU is
looking for
opportunities to
leverage its EPC
know-how into
solar thermal
Off-shore wind leading Ownership of range of Fuel cell design and prod.
technology with strong critical technologies Development of next
position in Europe Innovative partnerships generation storage
Vertically integrated in with utilities solutions and H2 prod.
blades
2007: Multibrid acquisition 2004: T&D biomass integration 2001: Helion creation
2009: PN Rotor acquisition 2008: Koblitz acquisition
2008: ADAGE JV creation
AREVA Overview – November 2009 p.8
9. AREVA integrated model offers a key
competitive advantage
CONVERSION REACTORS RENEWABLE
URANIUM ENRICHMENT FUEL NEW BUIDS AND SERVICES BACK-END ENERGIES
EXAMPLES
NPCIL
Discussions or negotiations in progress JV or existing contract
AREVA Overview – November 2009 p.9
10. The group benefits from a strong and
successful culture of partnerships*
Since 2004, long-lasting partnerships to develop
mines in Canada
Consolidation
in the fuel cycle
Equity stakes in Georges Besse II (GBII) new
enrichment plant
Strengthening Heavy component manufacturing site in the US
of industrial
and engineering
capacities JV in engineering in China
1250+ MWe boiling water reactor
Reactor
development
1100+ MWe pressurized water reactor
Partnership in biomass in India
Renewables
Development of the biomass market in the United
States
AREVA Overview – November 2009 *Non exhaustive list p.10
10
11. AREVA captures growth through its low carbon
strategy aligned with world energy challenges
World energy sector challenges Global energy mix
Billions of metric tons of oil equivalent / year
► Energy demand will increase 50 %
by 2030 18 17,0
Population will increase by 2 Energy efficiency
2,5
billion people 15 and storage
Human Development will 3,4 Renewables
increase energy intensity 12 11,7
+5%/y
1,5
► Peak oil and gas is a reality and 1,4 Nuclear
0,7
substitution is necessity 9
2,4 3,0 Natural gas
Total Oil and Gas production will
start to decrease in 15 years 6
4,0
4,3 Oil
Electricity demand will grow by a
factor of 2 by 2030 3
3,1 2,4 Coal
► Carbon emissions must be cut by
half to stabilize climate change 0
2006 2030
Source: World Energy Outlook 2008 stabilization 450 ppm” scenario, AREVA
AREVA Overview – November 2009 p.11
12. The nuclear revival is here
AREVA's market scenario for installed capacity (in GWe) Forecasts published
by international organizations
► AREVA Mining, Front End Services, Back End
748: IAEA - 2008 – High Estimate
731: WNA2 - 2007- High Estimate
► AREVA Reactors and Services 358 659
678: WEO1- 2008- 450 ppm Policy Scenario
533: WEO- 2008- 550 ppm Policy Scenario
► AREVA Back End 529: WNA - 2007 - Reference
498: DOE3 EIA4 - 2008 Reference Case
262 473: IAEA - 2008 – Low Estimate
373
433: WEO - 2008 – Reference Scenario
190
2008 Plant Life New 2030
closures extension builds
AREVA targets 1/3 of the accessible new build market and the leadership
in life extension and power uprates
1. World Energy Outlook 2. World Nuclear Association 3. US Department of Energy 4. Energy Information Administration
AREVA Overview – November 2009 p.12
13. +8.5% annual growth expected for
Renewable energy market through 2030
Capacity installed for renewable energies
(GW)
1.000 Tide and Wave 13%
Geothermal
11%
Solar
Biomass
750 Increasing share of “new”
Wind offshore 9%
Wind onshore renewables (except hydro)
from 3% to 13% of total
XX% world electricity mix
500 electricity
generation 7% A market of ~160 bn$/year
capacity
of new capacity
250 Strong growth expected in
3% Off-shore wind (~10% p.a.),
Biomass (~6% p.a.)
0
2006 2015 2020 2025 2030
Annual new
capacity market 115 130 190
(in USD07 billion)
Source : WEO 2008, ETP, EIA (2008)
AREVA Overview – November 2009 p.13
14. An investment program well under way to
capture market opportunities
AREVA annual CAPEX1 (€Bn) ► Selling our reactors
EPR reactor licensing in the UK, US
Assembly capacity for heavy components
2.600
2.358 Developing ATMEA (JV with MHI)
0,1
2,5 …
0,4
1.623 2,0
► Securing access to uranium
Average Developing mining portfolio
0,3
1.112 budget (Canada, Africa, Kazakhstan)…
1,3 per year
0,2 ► Adjusting our enrichment capacity
1,0
Migration to centrifuge enrichment
Meeting US demand: GBIII project
► Safety and renovation of our facilities
2007 2008 2009e 2010-
2012 Chemistry (Pierrelatte, Malvési…), La Hague…
► Accelerating Renewable development
T&D Nuclear & Renewable Energies Development of existing assets
(like Multibrid)
“Opportunistic” approach for external
growth on selected markets
1 Acquisition of property, plants and equipment and intangible assets
AREVA Overview – November 2009 p.14
15. AREVA has a 50-year history of
successful nuclear project execution
AREVA was created in 2001 by the merger AREVA has never stopped building
of companies with a long nuclear history reactors since the 1960’s
Reactors built by AREVA or its predecessor
Westinghouse companies by commissioning date
120 1
102
1958: Framatome created to operate a 4
Westinghouse reactor license; the technology 3
12
will gradually be improved and become fully 80
owned by Framatome
57
40
5 21
0
Jan 2001 60’s 70’s 80’s 90’s 00’s on- Total
going
AREVA has never stopped building reactors
AREVA has built 91 of the 439 currently active
Sept. 2001 reactors
AREVA has demonstrated its ability to manage
massive construction programs in the 1980’s
AREVA has active units in France, Germany,
several other European countries, South Africa,
1. Including 7 shutdown and 4 under construction
China, Latin America
AREVA Overview – November 2009 p.15
16. At least 11 utilities have already
selected the EPR reactor by AREVA
NPCIL
…and are making commitments for the entire fuel cycle
CGNPC – China: supply of front end of the fuel cycle through 2026
NPCIL – India: wants to secure reactor supplies for the life
of the reactors (60 years)
EDF: multi-year contract in the front end and back end (beyond 2030)
AREVA Overview – November 2009 p.16
17. AREVA secures financial resources
while preserving its credit profile
► Financing plan announced in June 2009 to secure resources
for AREVA’s long-term development plan, and strengthen the group’s
balance sheet
► Key aspects of the plan include:
Opening of AREVA’s capital up to 15% mainly through a capital increase
Testing the market for a sale of AREVA T&D
Sale of stakes in ERAMET and STMicroelectronics considered
(Shares to remain in the public sector)
Disposal of Total and GDF Suez shares
Continuation of sale of minority stakes in strategic assets for some industrial/
strategic partners
► Standard & Poor’s credit rating in July 2009:
Long-term rating: A
Short-term rating: A1
Outlook: Stable
The announced financing plan will allow AREVA to fulfill its ambitions
while maintaining its 'A' corporate credit rating
AREVA Overview – November 2009 p.17
18. AREVA current ownership structure
Investment Certificate
Holders* (free float) 4%
Total Calyon Framépargne**
EDF ► French Atomic Energy Research Organization,
public body established in 1945
CDC 2%
CEA ► Active in three main fields : Energy, information and
4% 4% 1% health technologies, defense and national security
French State 1% 79%
► By law, CEA must retain the majority of AREVA’s
8% 0.4% capital
► €3.4bn annual spending (2007)
► French financial organization created in 1816, part
of the Government institutions under the control of
the Parliament
► Invests in long-term projects to serve France’s
CDC public interests and economic development;
4% supports public policies, companies and local
79% authorities
► AAA/Aaa with a consolidated balance sheet of
CEA* €221bn
Total French State: 92%
Note: Shareholding structure as as at 29/10/2009
* CEA owns all of the voting rights certificates
** Employees’ shareholding in AREVA
AREVA Overview – November 2009 p.18
19. Contents
►Introduction to AREVA
►Performances and objectives by division
►Delivering profitable growth
►AREVA latest financial results
►Appendices
AREVA Overview – November 2009 p.19
20. AREVA group structure
Back End Transmission
Front End Reactors & Services Nr 1 in used & Distribution
Nr 1 worldwide in the overall Front-End Nr 1 worldwide in the overall R&S nuclear fuel Nr 3 worldwide in
management overall T&D
Conversion, Reactors Renewable
Mines
Mines
Enrichment & Fuel & Services Energies
• Plants
• Mineral Exploration • Mines • Equipment • Wind Power • Recycling • Products
• Mining Operations • Chemistry • Nuclear Services • Bioenergies • Logistics • Services
• Ore Processing • Enrichment • Nuclear • Fuel Cells • Nuclear Site Value • Systems
Measurement Development
• Site Reclamation • Fuel • Automation
• Consulting &
• Engineering
Information
Systems • Clean-up
• AREVA TA
AREVA Overview – November 2009 p.20
21. Front-End division
AREVA invests to maintain leadership in
Mines and Enrichment
Sales – 2008 split Nr 1 worldwide in the overall Front-End
► Mining: explores, extracts and processes uranium ore, from
Mining which nuclear fuel is made. The BU then reclaims mining
23% sites once production is finished
Fuel ► Chemistry: converts natural uranium (U3O8) into uranium
37% hexafluoride (UF6) required for enrichment
Chemistry ► Enrichment: Increasing the proportion of U235 found in
8% natural uranium from 0.7% to 3%-5% in order to manufacture
fuel for nuclear reactors
► Fuel: designs, manufactures and sells nuclear fuel
Enrichment assemblies for pressurized water reactors (PWR), boiling
32% water reactors (BWR) and research reactors
Key financials
In millions of euros 2007 2008 Change
ORDER BOOK 21,085 26,897 +27.6%
SALES REVENUES 3,140 3,363 +7.1%
OPERATING INCOME 496 453 -8.7%
% Sales 15.8% 13.5% -2.3 pts
OP. FCF BEFORE TAX (1,672) (609) +€1,063M
AREVA Overview – November 2009 p.21
22. A uniquely diversified mining portfolio
Canada
Kazakhstan
►Development (Shea Creek, Kiggavik etc.)
►Exploration since 1964 ►Mining & global fuel agreement signed
Mongolia
►Cigar Lake production to start after 2012 ►Katco production ramp-up / license for
(+2,600 tU) 4,000 tU obtained ►Sainshand
►Exploration ►Exploration
Morocco Niger
►Agreement signed with Office Chérifien Somaïr & Cominak mines
des Phosphates
Imouraren mining license obtained
- Start up 2013-14 (+ 5,000 tU)
AREVA Resources Southern Africa
Democratic Republic of Congo
►Namibia - Trekkopje: mining permit obtained / 1st
production
►Mining partnership
expected in 2010
►+3,000 tU production expected Australia
►Central African Republic -Bakouma: government
►Exploration since 1969
agreement obtained
►+2,000 tU production expected ~12,000
►South Africa – Ryst Kuil
Production ~ 6,300
►Exploration
(metric tons of U)
2008 2012
AREVA Overview – November 2009 p.22
23. Production ramp up and new mines
are already necessary to meet
Uranium demand…
Uranium supply and demand
- Kt U, WNA 2009 report -
By 2015, Uranium production to be
In 2008, 33% of current covered by new projects should
supply was met with represent 21% of the supply and result
secondary sources and in a mining output increase of 51%
inventory reduction
80.000
75.000
70.000
65.000
60.000
55.000
Demand
50.000
45.000
Production to be covered
by new projects
40.000
Inventory reduction
35.000
30.000 Other secondary supplies (tails
reenrichment, DOE sales)
25.000
20.000 Recycling (MOX, RepU, …)
15.000 Russian HEU
10.000 Production from existing mines
5.000
0
2008 2009 2010 2011 2012 2013 2014 2015
AREVA Overview – November 2009 p.23
24. All producers have undergone significant increase
in their operating costs, and junior companies have
more suffered from the volatility of the spot price
Change in cost of sales Change in selling price
2008 vs 2006 in % 2008 vs 2007 en %
70 67% 29%
30 27%
60 55%
52% 20
50
10 5%
40
0
30
- 10
20
- 20 -16%
10 -19%
- 30
-23%
0 AREVA ERA Cameco Denison Paladin Uranium
AREVA ERA Cameco One
►Emerging producers have been strongly impacted
► All producers experienced cost increases due to: by spot price volatility due to a limited backlog
Inflation on direct costs (equipments, reagents, salaries highly exposed to market conditions
and royalties)
Tax increases ►AREVA's backlog ensures positive exposure
Existing mines getting more difficult to operate (ore depth, to market evolution thanks to a mix of fix / long
grade,…) term pricing
New mines requiring more investments (bigger size, lack ►AREVA’s selling price has progressed as low price
of infrastructure / utilities, material cost inflation) legacy contracts are being replaced with
new ones
AREVA Overview – November 2009 p.24
25. AREVA is leading the way in
enrichment capacity renewal
Georges Besse II Eagle Rock Enrichment Facility
► Installation start-up by end 2009 ►Installation start-up by 2014
► Essential investment for global balance of ►A capacity of 3.2 MSWU (by 2018) approved
the enrichment market with modular by NRC and on-going discussion about
capacity to meet market requirements production extension up to about 6 million
At least 7.5 MSWU (by 2016) SWUs
► Based on the best existing available ►Proven ETC centrifuge technology, already
technology (ETC – TC12) licensed by the NRC
Georges Besse II: Eagle Rock Enrichment Facility:
90% of capacity already sold 50% of capacity already sold
until 2020 beyond 2020
AREVA Overview – November 2009 p.25
26. The Nuclear Renaissance is tightening the
market, resulting in upward price pressure
Long term market trends Enrichment prices ($/UTS)
►Robust enrichment demand due
to new reactor constructions worldwide 200 High case
and improved performance (load 180
factors, higher burn up, potential
power uprates) 160
140 Base case
►Fifty percent of current capacity
to be replaced, increasing risk 120
and market volatility 100
►SWU prices will remain high due 80
to the uncertainty of the new
investments based on unproven
technology 0
2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020
AREVA will benefit from huge sources of demand with its new
facilities becoming available in conjunction with market growth
Source: UxC 2009 Q1
AREVA Overview – November 2009 p.26
27. Reactors & Services division
Still mostly recurring, but new build is there
Sales – 2008 split Nr 1 worldwide in the overall Reactors & Services
► Plants: design, construction and commissioning of nuclear
Nuclear Equipment
islands, and monitoring, replacement, upgrades and
services 9% renovation of installed base
26% AREVA TA ► Equipment: manufacture of key components for nuclear
12% power plants
CIS ► Nuclear services: reactor optimization services
5% ► Nuclear measurement: design and construction of systems
Reactors
Renewable and devices designed to measure radioactivity
38%
energies ► Consulting and Information Systems: IT services
Nuclear 5%
measures ► AREVA TA: design, production and maintenance of nuclear
5% reactors for research and for the propulsion of submarines
Key financials and aircraft carriers
► Renewable Energies: design and construction of systems
using either wind power, biomass or hydrogen energy
In millions of euros 2007 2008 Change
ORDER BOOK 7,640 7,850 +2.7%
SALES REVENUES 2,717 3,037 +11.8%
OPERATING INCOME* (179) (687) -€508M
% Sales (6.6%) (22.6%) -16.0 pts
OP. FCF BEFORE TAX (528) (591) -€63M
*Including the €749M OL3 Provision in 2008 and €292M in 2007
AREVA Overview – November 2009 p.27
28. EPR is a proven reactor
with an outstanding safety level
Safety first and foremost Performance with certainty
Designed to achieve outstanding Project certainty: integrated supply
safety: the EPR design benefited chain, licensed in 2 countries and
from the scrutiny of both the already under construction in 3
German, French and Finnish safety
authorities Evolutionary design based
on the best of French (N4) and
Best-in-class airplane crash German (Konvoi) technologies
protection
High output: 1600 MWe+
Severe accident prevention:
quadruple redundancy, optimal High availability during 60-years
combination of active and passive service life: 92%+
safety systems Enhanced fuel utilization
Severe accident mitigation: advanced
core catcher & radionucleides
filtration
AREVA Overview – November 2009 p.28
29. EPR projects all over the world
Amarillo Power
Emirates
NPCIL
Under construction
Ongoing projects or
discussions
Some EPR projects under discussion do not appear on this slide
AREVA Overview – November 2009 p.29
32. Back-End division
An unchallenged leadership
Sales – 2008 split Nr 1 in used nuclear fuel management
► Recycling: a full service of fuel recycling, including Mixed
Logistics Engeeniring Oxide fuel and Reprocessed Uranium fuel production
14% 6%
Cleanup ► Logistics: design and supply of casks for the transportation
3% and storage of radioactive materials; also safe and secure
transportation and logistics services
Nuclear Site Value
Development ► Nuclear site value development: performance-based project
Recycling (Decommissioning) management for Dismantling and Decommissioning programs;
63% 14% development of integrated and innovative solutions for both
AREVA and external customers
► Cleanup: operation of dismantling and waste processing
facilities, specialized nuclear maintenance
► Engineering: engineering services contributing to the design
Key financials and construction of installations for global nuclear operators
In millions of euros 2007 2008 Change
ORDER BOOK 6,202 7,784 +2.7%
SALES REVENUES 1,738 1,692 +11.8%
OPERATING INCOME 203 261 +28.6%
% Sales 11.7% 15.4% +3.7 pts
OP. FCF BEFORE TAX 172 422 +€250M
AREVA Overview – November 2009 p.32
33. A strong and unique industrial base
Reprocessed Uranium
Recycling Plant dismantling
Fuel Fabrication
►La Hague ►La Hague ►Romans
Fuel treatment First generation RepU fuel fabrication
plant dismantling
►MELOX ►Tricastin
MOX fuel fabrication ►Marcoule RepU Enrichment
UP1 Treatment and Conversion
plant dismantling
►Cadarache (performed by Front End with recycled
MOX plant dismantling uranium supplied by Back End)
La Hague plant Melox plant
Production capacity: 1 700 tons of Production capacity: 195 tons of
used fuel MOX fuel
AREVA Overview – November 2009 p.33
34. Worldwide recognition of AREVA’s
leadership in Back End
Japan
USA
►A total of 3 000t of Japanese nuclear fuel
►MOX Fuel Fabrication Facility under has been recycled at La Hague to date
construction for DOE ($5Bn)
►MOX fuel fabrication and transportation to
►60% of dry storage market for US utilities Japan started in 2008
►Significant presence on major DOE sites ►Successful technology provider for the
Rokkashomura recycling plant (based on
La Hague model)
Europe
Asia Pacific
►EDF: framework agreement for comprehensive 14%
recycling services until 2040 Americas
7%
►Other utilities: over 6,000t of fuel recycled (EON,
RWE, Suez, SOGIN, etc.) and 300 casks sold
21% 58% France
►Sellafield site Management & Operations
Europe –
►Management of World’s largest civilian D&D program Excl. France
% of total 2008 sales
AREVA Overview – November 2009 p.34
35. T&D division
Long term outlooks positive in
spite of crisis
Sales – 2008 split Nr 3 in the overall Transmission & Distribution
Systems
► Designs and manufactures a complete range of high and
medium voltage equipment, systems and services on a global
31%
basis:
To transmit and distribute electricity from the
power plant to the end-user
Automation
To optimize power grids
Products 10%
53%
► Installs complete systems and supplies services for every
Services
market segment: transmission, distribution and power-
6%
intensive industries
Key financials
In millions of euros 2007 2008 Change
ORDER BOOK 4,906 5,715 +16.5%
SALES REVENUES 4,327 5,065 +17.0%
OPERATING INCOME 397 560 +41.1%
% Sales 9.2% 11.1% +1.9 pts
OP. FCF BEFORE TAX 233 (20) -€253M
AREVA Overview – November 2009 p.35
36. T&D attractive perspectives
► AREVA T&D commands leading positions on key products (like disconnectors, Gas Insulated
Switchgears, or Instrument Transformers) and key markets (like in India)
► Despite challenging short-term market conditions, long-term perspectives remain highly attractive
Products replacement & networks upgrade in Europe and in the USA
Massive investment needs in Asia and India in both transmission & distribution products and
systems
Rising energy efficiency/ savings requirements worldwide
► The deadline for binding offers was November 9th
► AREVA received today 3 offers from:
- Alstom/Schneider
- General Electric
- Toshiba/INCJ
AREVA is now assessing these offers
AREVA Overview – November 2009 p.36
37. Contents
►Introduction to AREVA
►Performances and objectives by division
►Delivering profitable growth
►AREVA latest financial results
►Appendices
AREVA Overview – November 2009 p.37
38. AREVA benefits from 50-year history
of successful nuclear project execution and a
resilient business model
Installed base business model
ensuring strong cash-flow generation
Installed base revenue vs. new builds ► AREVA has never stopped
(millions of €) building reactors
14 000
New build
► 80% of the nuclear business
12 000 Installed based business is recurrent
10 000
► Strong visibility (backlog)
8 000 and recurring cashflow
6 000
► Capex supported by the sale
4 000
80% of the nuclear business
of the new facilities’ future
production (example: 90%
2 000
of GBII production through
0
2020 is already in backlog)
2004 2005 2006 2007 2008 2009 2010 2011 2012
Source: AREVA strategic plan
AREVA Overview – November 2009 p.38
40. AREVA’s operating income before OL3
provisions has doubled in 4 years
Operating income before OL3 provisions (€M)
+82%
1,166
1,011 1,043
OL3 provisions
Operating income
292
640 749
607
604
56
751
640
551
407 417
2004 2005 2006 2007 2008
Margin before OL3
5.8% 6.0% 9.3% 8.8% 8.9%
provisions (% of sales)
AREVA Overview – November 2009 p.40
41. AREVA is taking steps to improve
its cash flow generation
Cost optimization program Working capital optimization
► Purchasing performance ► A challenging transitory situation
~ €500M
Enrichment: buildup in SWU inventory
Development of supplier selection panels to prepare the transition GBI - GBII
Globalization of negotiations AREVA T&D: temporary impact of
Scope: recurring purchases, gradual shift of business to the East
capital spending, project procurement
► Control of overheads ► Favorable structural WCR in nuclear
~ €100M business
Freeze on hiring for support functions EPR projects structured to have
Reduction of travel expenses positive cash curves
and subcontractor costs Negative normative WCR in Front-End
Greater selectivity in marketing expenses & Back-End
€600M €300M
in 2009 in 2009
AREVA Overview – November 2009 p.41
42. Strong cashflow generation to finance
the group’s investment effort…
Operating cash flow vs. net investment evolution 2004-2008 (€M)
2,889 4,757 4,818
1,594
1,454
1,252 1,178 1,248
890 904
1,295 533
426 395
2004 2005 2006 2007 2008 Total 2004-2008
excl. UraMin
Operating cash flow before investments
Net Investments
UraMin acquisition ($2,5Bn)
AREVA Overview – November 2009 p.42
43. AREVA’s credit metrics are set to improve in
the near future
Net Debt structure at June 30, 2009
Net debt (M€) 31.12.08 30.06.09 Borrowings by maturity 30.06.2009
Main Borrowings -3,451 -3,907
664
UraMin
Interest bearing advances -727 -743 acquisition
Short-term debt debt
Short term facilities, overdraft, rolling over
-413 -533
miscellaneous
1 950
Cash and cash equivalent, other 1 344 Syndicate 79
1,163 834 loan Canada
financial assets BEI
213 400 loan
Put option of minority
-2,068 -2,065 2009 2010 2011 2012 and later
shareholders
1
Net Debt -5,496 -6,414 Borrowings CP program Interest bearing advances
Net Debt €6,414M
Minimal net debt level
Net Debt/Capital ~ 49%
in 2010
At 30/06/2009
1. commercial paper program
AREVA Overview – November 2009 p.43
44. Optimized liquidity offers flexibility
in the timing of the investment plan
► AREVA has a solid liquidity supported by cash, available backstop
commitments from banks, and bonds
Cash: €600 million at June 30, 2009
€3.0 billion bond issue maturing in 2016, 2019 and 2024
Back up line long term: €2.0 billion syndicated facility
maturing in 2014 with no financial covenant
Back up line short term: €1.4 billion bilateral committed
short term lines (364 days)
► Together with the capital increase and the assets disposal programs,
this strong liquidity offers comfort to execute AREVA’s investment plan
► The positive free cash flow generation should be reached by 2012
AREVA Overview – November 2009 p.44
45. AREVA creates value
for its shareholders
AREVA net income 2004-2008 (€M)
743
649
589
451 451
2004 20051 2006 2007 2008
Margin
4.6% 4.5% 6.0% 6.2% 4.5%
(% of sales)
Pay-out 80.0% 33.3% 46.0% 32.3% 42.0%
AREVA has paid its shareholders more than €2.6Bn since 2001
From 2001 to 2008, the invested rate of return for the investment certificate
comes to 16.7%
1. excluding FCI - Pôle Connectique disposal
AREVA Overview – November 2009 p.45
46. Contents
►Introduction to AREVA
►Performances and objectives by division
►Delivering profitable growth
►AREVA latest financial results
►Appendices
AREVA Overview – November 2009 p.46
47. H1 09 vs. H1 08: different basis
of comparison for Nuclear operations
H1 08 H1 09
Exceptional export
Front End sales (Asia)
Reactors Very favorable Later start of unit
and Services seasonal effect outage campaigns
Strong concentration Unfavorable production
Back End of annual production in H1 distribution (H2 catch-up)
H1 2008: more than 80% of operating income from
nuclear operations* for 2008
* Income from nuclear operations excluding OL3
AREVA Overview – November 2009 p.47
48. Key data as of June 30, 2009
In millions of euros H1 2008 H1 2009 ∆ 09/08
Backlog 38,123 48,876 + 28.2%
Revenue 6,168 6,522 + 5.7%
Operating income before OL3 860 566 - 34.2%
% of revenue 13.9% 8.7% - 5.2 pts
Additional provision for OL3 (321) (550)
Operating income 539 16 (523)
% of revenue 8.7% 0.2% - 8.5 pts
Net income attributable to equity holders of the
760 161 (599)
parent €21.45 €4.55 €(16.9)
Earnings per share
Free operating cash flow* (521) (1,115) (594)
12/31/08 6/30/09
Net debt (**) 5,499 6,414 + 16.6%
* EBITDA +/- change in Operating WCR – Capex net of disposals
** Siemens’ put option at its 2007 value, i.e. €2.049B
AREVA Overview – November 2009 p.48
49. Backlog growth
Backlog(*)
Nuclear: + 27.4% to €41.8B
(€B) ► Contracts signed in first 9M 2009:
Several significant contracts with US, Japanese
and European utilities in the Front End
+ 22% Replacement of 12 steam generators for TVA (USA), KHNP
47.5 (South Korea) and EDF (France)
Multiyear umbrella agreement with EDF for services
38.8 5.7 18 reactor coolant pumps for EPCD in China
MOX fuel assemblies for Japan
6.0 Fuel contract in Spain with Central Nuclear de Trillo
T&D: - 5.6% to €5.7B
41.8
32.8 ► €3.9B in orders booked over first 9M 2009:
Supply of high voltage direct current transmission systems
in China (HVDC)
Supply of HVDC conversion substations in South Korea
Supply of 66 kV substations and transformers to Bahrain (EWA)
30/09/2008 30/09/2009
Modernization of the Indonesian grid – “10 GW Program”
T&D Nuclear Supply of 4 extra-high voltage stations to PGCIL in India
* The backlog value is based on firm orders and excludes unconfirmed options
AREVA Overview – November 2009 p.49
50. 5.7% revenue growth
(2.8% like-for-like)
In millions of euros
Exceptional sales of H1 2008 not repeated, + 330
but positive price effects (Front End) + 12.5% LFL1 6,522
Unfavorable production lag (Back End)
and seasonal effect (Services)
Good project performance in T&D division
+ 41 (87)
+ 68 - 1.9% LFL1 - 10.1% LFL1
+ 0.6% LFL1
6,168 R&S
Back End T&D
Front End
∆ H1 09 / H1 08: + €354M
+ €176M LFL1
H1 2008 H1 2009
1. Like-for-like: at constant consolidation scope, accounting method and exchange rate
AREVA Overview – November 2009 p.50
51. Operating income
In millions of euros
With more than 80% of FY 2008 operating
income from nuclear*, H1 2008 was atypical
Additional provision for OL3
Unfavorable seasonal effect in H1 2009
539 (R&S and Back End)
(53)
Agreement with USEC, ending the trade case
(350)
(Front End)
Preparing for the future: R&D, recruitment,
Front End
organizational strengthening for major projects
(EREF, mining projects, etc.)
Impact of global crisis on T&D division
and renewables
(25)
(67)
Corp.
R&S
Back End (29)
16
T&D
H1 2008 H1 2009
* Income from nuclear operations excluding OL3
AREVA Overview – November 2009 p.51
52. Free operating cash flow before tax
In millions of euros
459
(173)
(783) (497)
+ 333
(1,115)
(950)
Free
Capital gains / Change Operating
EBITDA Gross Capex Divestitures operating
losses in WCR cash flow
cash flow
► EBITDA: like operating income, EBITDA is penalized by an unfavorable seasonal effect
► WCR: constitution of SWU inventories tied to the transition from GBI to GBII
and use of customer advances in nuclear operations;
extension of payment terms and unfavorable payment schedules in T&D division
► Capex: program deployment in Mining, Enrichment and Equipment
AREVA Overview – November 2009 p.52
53. Net debt
In millions of euros
12/31/2008
31.12.2008 6/30/2009
30.06.2009
Equity at 6/30/09:
Rappel :
€6.693B
Fonds propres
au 30.06.09
6 693M
(1,115)
(313) + 465
(33) 81
(5,499)*
Free operating Cash from Dividends Disposals of Other items (6,414)*
cash flow end-of-cycle financial assets
before tax operations
* Siemens’ put included at its 2007 value, i.e. €2.049B
AREVA Overview – November 2009 p.53
54. Front End division
In millions of euros 6/30/08 6/30/09 ∆ 09/08
Backlog 19,108 27,055 41.6%
Contribution to revenue 1,488 1,556 + 4.6%
Contribution to operating income 400 348 - 13.1%
% of revenue 26.8% 22.4% - 4.4 pts
Free operating cash flow before tax* (46) (179) (133)
* EBITDA +/- gain on disposals of assets and dilution +/- change in operating WCR – Capex net of disposals
► Several significant contracts with Japanese, South Korean, US and European utilities in H1 2009
► Revenue: exceptional sales of H1 2008 not repeated
► Operating income:
Impact of agreement with USEC ending the trade case
Costs related to constitution of transition inventory
Overhead expenses generated by major construction projects (EREF, mining projects)
► Impact of equity share taken by Kansai/Sojitz and KHNP in GBII same as in H1 08 (GDF-Suez)
► Free operating cash flow: increase in inventory (SWUs) and deployment of Capex programs
in Mining and Enrichment
AREVA Overview – November 2009 p.54
55. Reactors and Services division
In millions of euros 6/30/08 6/30/09 ∆ 09/08
Backlog 7,633 8,527 + 11.7%
Contribution to revenue 1,466 1,506 + 2.8%
Contribution to operating income before OL3
63 (58) (121)
provision + 4.3% - 3.9% - 8.2 pts
% of revenue
Additional provision for OL3 (321) (550)
Contribution to operating income (258) (608) (350)
% of revenue - 17.6% - 40.3% - 22.7 pts
Free operating cash flow before tax (407) (595) (188)
* EBITDA +/- gain on asset disposals and dilution +/- change in operating WCR – Capex net of disposals
► Orders booked in H1 2009: ► Operating income before OL3 provision:
replacement of 12 steam generators unfavorable seasonal impact in Services,
(USA, South Korea, France), marketing and R&D development, restructuring
multiyear services contract (EDF), of wind turbine projects
supply of 18 reactor coolant pumps
► Additional provision of €550M for OL3, for an
(China)
estimated result at completion of €(2.3)B
► Revenue: solid installed base
► Free operating cash flow: expenses linked
business and unfavorable seasonal
to OL3 project in Finland, no major payment
impact in Services
milestones in H1 2009
AREVA Overview – November 2009 p.55
56. Back End division
In millions of euros 6/30/08 6/30/09 ∆ 09/08
Backlog 5,591 7,327 31.0%
Contribution to revenue 930 843 - 9.3%
Contribution to operating income 175 150 - 14.2%
% of revenue 18.8% 17.8% - 1.0 pt
Free operating cash flow before tax* 73 60 (13)
* EBITDA +/- gain on asset disposals and dilution +/- change in operating WCR – Capex net of disposals
► Orders booked in H1 2009: MOX assemblies for Electric Power Development
(Japan) and ENBW (Germany)
► Revenue and operating income: later start of production schedule in 2009
than in 2008, when the first half was particularly strong
► Free operating cash flow: EBITDA slightly down (less production in H1 2009)
and increase in Capex (development of cold crucible technology)
AREVA Overview – November 2009 p.56
57. T&D division
In millions of euros 6/30/08 6/30/09 ∆ 09/08
Backlog 5,791 5,967 3.0%
Contribution to revenue 2,284 2,614 14.5%
Contribution to operating income 253 186 - 26.4%
% of revenue 11.1% 7.1% - 4.0 pts
Free operating cash flow before tax* (45) (310) (265)
* EBITDA +/- gains on asset disposals and dilution +/- change in operating WCR – Capex net of disposals
► €2.9B in orders booked in H1 2009, a drop ► Operating income marked by strong tensions
of 9.7% from H1 2008 at constant scope observed on the T&D market in S1 09 and start-up
and exchange rates costs for new capacity
Steady business in Asia and South America: ► Free operating cash flow:
HVDC contracts in China and South Korea
greater payment delays and unfavorable payment
and transformers for Bahrain
schedules in H1 2009
► Revenue up by 14.5%: good backlog Capex for capacity increases and acquisitions
execution by the Products and Systems BUs in Services in the United States and the United
Kingdom
AREVA Overview – November 2009 p.57
58. Third quarter 2009 revenue climbs
Sales by division
7.8% to €3.164 Bn
In millions of euros Q3 2008 Q3 2009 ∆ 09/08 ∆ 09/08 LFL*
Front-End 714 812 + 13.7% + 12.0%
Reactors & Services 729 738 + 1.3% + 0.4%
Back-End 322 345 + 7.1% + 6.5%
Nuclear Activities 1,765 1,895 + 7.4% + 6.2%
% of total revenue 60.1% 59.9% - 0.2 pts - 0.3 pts
Transmission & Distribution 1,169 1,268 + 8.4% + 7.5%
% of total revenue 39.8% 40.1% + 0.3 pts + 0.3 pts
Total 2,935 3,164 + 7.8% + 6.7%
France 706 923 + 30.8% -
International 2,229 2,241 + 0.5% -
► Strong increase in Front-End sales (+12% LFL*)
Mines: sales up with the average uranium sales price improving over the period on a positive
contract mix
Enrichment: revenue growth fueled by rising volumes and positive export prices
► Reactors & Services sales flat (+0.4% LFL*), with a globally stable contribution of major plant projects
► Back-End sales up 6.5% LFL* with Recycling sales rising over the quarter after a drop in the first half of
the year
► T&D sales growth (+7.5% LFL*) driven by sales in Near East, the Middle East and North America
* LFL: at constant exchange rates and consolidation scope
AREVA Overview – November 2009 p.58
59. First 9 month revenue
Sales by division
In millions of euros 9M 2008 9M 2009 ∆ 09/08 ∆ 09/08 LFL*
Front-End 2,202 2,368 + 7.6% + 4.2%
Reactors & Services 2,194 2,245 + 2.3% - 1.1%
Back-End 1,252 1,188 - 5.1% - 5.9%
Nuclear Activities 5,648 5,801 + 2.7% -0.1%
% of total revenue 62.0% 59.9% - 2.1 pts - 2.4 pts
Transmission & Distribution 3,454 3,883 + 12.4% + 10.8%
% of total revenue 37.9% 40.1% + 2.2 pts + 2.5 pts
Total 9,103 9,686 + 6.4% + 4.0%
France 2,644 2,687 + 1.6% -
International 6,459 6,999 + 8.4% -
* LFL: at constant exchange rates and consolidation scope
AREVA Overview – November 2009 p.59