Welcome to our headquarters for this press conference to present our H1 results. Thank you to all of you for making the trip in the summer, and many thanks to those who are connecting remotely. A word of introduction by Luc Rémont, Chairman and CEO. The CFO will speak as well. You'll have the opportunity to ask questions as well. Mr. Rémont, you have the floor. Hello, everyone. Welcome to this presentation of our group's performance for the H1 of 2023. I have Xavier Girre, our CFO, with us. We also have a number of ExCom members here with us to take any questions you may have. Before we do that, I would like to share with you our main performance indicators and review our highlights since we met in February, since we presented our annual results. Today, we're going to present you with solid results, which reflect a gradual return to better nuclear generation and operational successes in all of EDF's other businesses. Let me start with the main highlights regarding output. Let's start with nuclear output in France, which stood at 158.1 TWh. That's 4 TWh more than in H1 2022, and this increase is due to better availability of our fleet and control of our shutdown schedule. Hydropower generation in France came to 19.4 TWh, up 0.5 TWh on H1 2022. This is due to persistently poor hydraulic conditions at the beginning of the year, even though there's been an improvement since then. However, the filling rate of dams at the end of June was higher than historical averages, which is good news for the summer and the fall and the winter as well. In the U.K., nuclear generation stood at 18.2 TWh, down 21.5 TWh on the H1 of 2022 due to the closure of Hinkley Point B in August 2022, which is having an impact on H1 2023. We also have a busier maintenance schedule in 2023. Regarding solar and wind, the group's wind and solar output totaled 13.2 TWh, up 5.6% on H1 2022. Our portfolio of wind and solar projects worldwide reached 91 GW gross, compared with 85 GW at the end of 2022. This is a buoyant performance that confirms our development trajectory and potential in renewable energies. Our carbon intensity is falling sharply because our nuclear output has gone up significantly. Our carbon intensity stands at 40 grams of CO2 per KWh, not gigawatts. I use gigawatts way too often. I get mixed up. It's a reduction of 10 grams of CO2 per KWh compared with the H1 of 2022, and this is due to lower thermal generation and higher nuclear output. Overall, the group's electricity output totaled to 232 TWh for H1. These results show that we are well on track to restoring high output levels, even though, as you well know, we are targeting a regular and gradual increase over the next few years of our production potential. I'll get back to that in a minute. Now, our financial performance is up sharply from H1 2022, which was particularly difficult due to lower output in France, and the impact of a number of external measures, including regulatory measures, which were not renewed in 2023. As a result, the group EBITDA rose to EUR 16.1 billion, compared with EUR 2.7 billion in H1 2022, and our net income before non-recurring items follows the EBITDA trend at EUR 6.3 billion, compared with a negative EUR 1.3 billion in H1 2022. Net financial debt stood at EUR 64.8 billion, very much in line with our goal to stabilize the group's debt. Net cash and cash equivalents are at an excellent level, at EUR 21.2 billion, compared with EUR 14.8 billion at the end of December 2022. All of this is happening at a time when, as you know, we are at the beginning of a significant investment cycle. People expect us to be the most decarbonized energy player in the world, and we are expected to help our customers and communities embrace their energy transition. We're talking EUR 25 billion per year. That's how much we invest every year. To maintain that order of magnitude, we need to generate significant revenue, the same level of revenue as last year, while stabilizing our debt and financing future investments, both in our networks and in our current and future generation capabilities. Moving on to the highlights that have marked the beginning of the year on the industrial front, in particular, as well as on the commercial front. From an industry perspective, a progress report on stress corrosion cracking, or SCC. I would like to pay tribute to all of our teams, for working relentlessly and being so industrial-minded to get our production back on track. Of the 16 reactors most sensitive to SCC, 11 have been repaired to date, two are in the process of being repaired, and two will be treated by the end of 2023, and one during its next ten-yearly inspection. There's a specific phenomenon that we discussed at the beginning of the year, talking about the wells that were repaired during plant construction. As you well know, we have an inspection program, and also checks and repairs are performed whenever necessary, and we are in line with our program. 60% of the 2023 program has been completed to date. The situation is now stabilized, and the estimate for nuclear output in France in 2023 is confirmed in the range we announced at the beginning of the year, between 300-330 TWh. As I just said, our target is to continue to improve year on year, and for 2024, we are targeting the 350-345 TWh range. As we have just informed the market a couple of days ago, we are aiming for 335-365 TWh for 2025. Therefore, we are confident in our ability to meet those targets, and we are putting our best efforts into it. I would like to say a few words about new nuclear power. A lot of things have been happening on this front, as I'm sure you're aware. We have filed permit applications for the construction of two nuclear reactors on the Penly site in Normandy at the end of June. I also welcome the Nuclear Policy Council's decision under the ages of the French president to select the Bugey site in the Ain region for the construction of a pair of EPR2 reactors. This means 3 sites have already been selected for EPR2 reactors, Gravelines, Penly and Bugey. This means we will continue to prepare for this major program. These are 2 key milestones in the revival of France's nuclear power program, the scope of which is unprecedented. Well, hasn't happened since the 1990s. With regard to the Flamanville 3 EPR industrial operations to rework the wells on the EPR steam production circuits, initiated in 2019, have been completed. The ASN investigation will be completed in the coming weeks. We have also requested and obtained authorization from ASN, the French Nuclear Safety Authority, to postpone the date for changing the vessel head at the end of the first operating cycle to the second half of 2025. We can therefore confirm that startup tests will take place at the end of 2023, and that fuel loading will take place in Q1 2024. As you can see, we're living through a pivotal period. The degree of mastery of our construction sites is increasing by the day, communities are eager to host our projects, and government is making decisions to support our industry. All in all, such a support is key to holding on to our timetable. We're still working as part of a national consensus in all the countries where we operate nuclear power plants. This means France and the UK, we can continue to develop those programs. I would like to say a few words about renewables. Renewables are the second pillar of our low carbon mix. Growth momentum continues. Our portfolio of projects has grown by 7% compared to the end of 2022. I referenced the 91 GW growth in projects, but there are also hands-on successes which we have secured. In particular, we have won a 1.3 GW wind farm in the Irish Sea and a 500 MW solar power plant in Oman. This increase in the portfolio has enabled us to maintain a high level of capacity under construction, with significant advances, such as the launch of the first float for the Provence Grand Large wind turbines. One of the first such projects in France and in the world, and also the installation of the first offshore wind turbine at Fecamp, which we are busy building and rolling out. On the commissioning front, we are proud that we broke ground on France's first floating solar power plant in Lazer, on a lake, which is already being used to generate electricity from renewable sources via hydropower. This enables us to double our electricity production capacity on the same site. Internationally, we also made major advances. We started construction on the largest biomass power plant in West Africa. Biovea, we started impoundment of the Nachtigal Dam. We're talking 420 megawatt. This is a project in Cameroon that we've worked on for many years. Lastly, EDF has been selected as part of a consortium. It's a team of investors to develop the Mphanda Nkuwa Dam in Mozambique. This is a 1.5 GW project. I'd like to move on to our customer portfolio. Needless to say, our customers are having a hard time because of the current energy prices. Our top priority amid this turbulence is to maintain close ties to our customers, to help them find the best possible solutions in a still difficult environment. Against this backdrop, our customer portfolio for residential electricity in France remains stable, thanks to an increase in the number of customers paying market prices, and despite a decline in the portfolio of customers on fixed-rate tariffs. We have secured 373,000 gas and services contracts compared with the end of December 2022, which gives us a portfolio of 4.2 million gas and services contracts at the end of June 2023. At the end of June 2023, we have 377,000 Tempo options, up 89% on June 2022, which reflects our commitment to help customers consume better and consume less. This reflects our continued determination to continue to help our customers consume better and less. Of course, we will continue to talk to our customers in preparation for the winter, so nobody lets down their guard. We have also taken note of the government's announcement that the regulated sales tariff or TRV, will rise by 10% on 1 August 2023. However, this will have no significant impact on EBITDA, since the energy price cap is financed by the CSPE mechanism. There's a transfer between what used to be financed by taxpayers towards that tariff. In the business market, we are delighted, quite obviously, with the signing of a long-term electricity supply contract with Trimet for the next 10 years, and the extension of a supply contract with Expor for a further 15 years. These two signings testify to our commitment to support our customers' ambitions with regard to decarbonization, and to serve them competitively and sustainably through long-term contracts. We intend to keep increasing this contractual system in the coming months. With regard to electric mobility, we've seen a 28% in the number of charging points deployed in mandatory group levels over 12 months. This is a very fast clip. Let me say a few words about network. We are proud to see Enedis becoming the first major company with a mission in the energy sector, with a purpose, reaffirming its DNA as a responsible public utility. It plays a key role in the integration of renewable energies and electric mobility, and with a continued acceleration of the number of connections. 125% more renewable energy installations this half year, compared with the H1 of 2022. An increase of 21% of electric vehicle charging station connections, so there can be several stations in the same connection, and between H1 of 2023 and H1 of 2022. At the same time, we noted a fall in volumes carried, excluding the climate effect of 10.9 TWhs in the context of falling consumption. In Italy, Enel inaugurated the Margheara Levante power plant. This is a CCGT project, innovative, 780 MWs, and it reduces CO2 emissions by 30% and has the technological capacity to use up to 50% hydrogen, and it's a hydrogen-ready plant, if you like. Last but not least, in order to support the decarbonization of our customers and local authorities, we inaugurated the Evry Courcouronnes geothermal plant, thanks to Dalkia. This 77% is powered by renewable energies, and it aims to reduce the region's carbon footprint by avoiding 11,000 tons of CO2 per year. In the UK, Dalkia signed an electrical mechanical engineering contract with a pharmaceutical company, Evotec, and won a contract in the Middle East for the operation and maintenance of the cooling plant at the new Abu Dhabi Airport terminal. This gives us an idea of the momentum we carry through to support our clients in their decarbonization strategy. Let me now touch upon a number of recent developments over the last few months and weeks. In June, on the eighth of June, EDF was delisted. Today, EDF is supported by a single shareholder, the state to prepare and deploy its corporate project. In this sense, today's meeting is evidence of this. We are setting ourselves the performance requirements of a normal company, and we keep on having those financial meetings on a regular basis, notably to keep on exchanging with you, because we think this is quite critical in order to keep up the trust within the financial community. From a financial point of view, we completed our 23 financing program by issuing around EUR 8 billion of senior hybrid bonds in 6 months. On some of those markets, we'd not entered for a long time. I would like to commend Xavier and the whole of the financial division because this was managed at a very fast clip and very efficiently and with very good results. It shows the confidence of markets in EDF's ability to be a key player in the energy transition. In addition, the 3 rating agencies confirmed EDF's financial rating and under a stable outlook. It gives EDF the benefit of greater market confidence at a time when we require more borrowing at the best rates. As I said in last February, the operational success of all our businesses is the first prerequisite for our turnaround. This can be seen in the results we're showing today. Beyond this, we want to ensure the continuity of this path. We are working on a corporate project based on three pillars and in showing the way that we are up to our ambition. About those three pillars, the change of our operating methods and enhanced performance. Second, a robust, sustainable business model. Third, a new development model. Combining these three pillars, this project will be sustainable, and we can meet the challenges, the investment challenges I mentioned earlier. With regard to the development model, we are preparing to sign, as early as September, long-term contracts with our clients' businesses. This offers visibility and profitability to our customers. This also means more visibility for us in looking forward, going forward. So it shows that we are present on those markets, and so there will be more profitability and visibility in terms of investment for operators. We are working on the way the group's nuclear business operates so that the company and the industry be in the best possible shape to meet the industrial challenge of extending the service life of existing nuclear power plants, combined with the relaunch of new nuclear power plants in France and abroad. It means that all of our teams within EDF or with our partners, should meet the best industrial standards. We're currently changing our businesses to professionalize every one of those businesses on an industrial scale, starting with the client business line, which at the end of the day, buys very major projects, and also the piloting of projects. To build up a power plant in several years is quite an adventure, and we're going to do that between 1 to 1.5 per year over the coming decade, which means that we need an organization within the group and with our partners on a very different size. We want to be responsible in charge of this change in clip. Also, we need to take all those businesses, for instance, engineering or the piloting the supply chain, to a more agile system in order to meet all the investment requirements. That's what we started. This means we'll have a lot of work to achieve before the end of the year in order to be fully operational at the beginning of 2024. This is in line with the four operational excellence projects that I mentioned in February. We are deploying them. This will be on a continuous basis for the coming years because it means that for all pillars, major change will have to be undertaken. I will start with what we called, we still call, the Mideltime. It is a generic language which we use to show the time that every one of us directs to its prime job. Those that, it means that we have to spend as much time as possible on that. We identified 57 challenges that were fed back by our teams. All of these challenges are monitored by cross-cutting teams, and currently, 30% of these challenges have been met. It met our goals and resulted in a reduction in the processes or work procedures involved. We are currently trying to meet more challenges so that on a regular basis, we, month after month, semester of half- after- half, we can work better together. On the second project, accelerating and industrializing digitalization. This is a far-reaching reform covering all of our businesses. We have a roadmap covering all of our businesses, and this is an end-to-end planning process. We started the implementation of this, then extended enterprise pilot with three manufacturers, particularly Framatome and Schneider Electric. As regards the third project, developing the skills required for our businesses, we still have a lot of work to do, but we have many reasons to be satisfied. More than 8,000 job seekers took part in the first business week, Semaine des métiers, organized by the Université des Métiers du Nucléaire at Puy-en-Velay last March, and more than 50 schools have integrated modules on our network professions for the new school year. We'll keep this up. We'll keep mobilizing all of our employees, citizens, and people who they contribute to our businesses. Our last project, managing operational performance. We have set up tools for each business unit, focusing on operating and cash indicators so that we can have more regular projections and greater agility. That's what I wanted to tell you, and now I would like to give the floor to Xavier, who will give you more details on our financial results. Thank you, Luc. Good afternoon, everyone. I'd like to start by reviewing the key figures for the H1 of the year. Sales totaled EUR 75.5 billion. That is an organic growth of 14.4%. This EBITDA rose sharply to EUR 16.1 billion, compared with EUR 2.7 billion in the H1 of 2022, thanks to a good overall operating performance, sustained price levels, and no exceptional regulatory measures as we had in 2022. Net recurring income, EUR 6.3 billion, in line with gross operating income, and the net result group share at EUR 5.8 billion. Net financial debt was virtually stable over the half year at EUR 64.8 billion in June 30, 2023. Let me now look in detail at the main factors behind the sharp rise in EBITDA. First, a significant price impact estimated at EUR 11.2 billion, which includes the translation of a sharp rise in electricity market prices since summer 2021. A significant proportion of tariffs and offers are tied to the average forward price over the 24 months preceding the year of delivery. For instance, the H1 of 2023 thus benefits of 18 months of high prices compared with the ride, with around 6 months for the H1 of 2022. Nevertheless, the TRV increase for customers remained limited to 15%. Now, secondly, the exceptional regulatory measures, that is the allocation of an additional 20 TWhs of ARENH, 46.2 megawatt-hours in. Now, this in France had penalized EBITDA by EUR 6.2 billion, there is no. This did not take place this year. Now, if we look at other elements, Enedis recorded a EUR 1.9 billion drop in EBITDA, penalized by the purchase network losses at historically high prices. Operating expenses rose by EUR 1.1 billion in the context of high inflation we are currently experiencing, which is weighing on purchasing costs and salaries. Now, this show the gradual return to better availability of the nuclear fleet. You can see that the output increased by 4 TWhs. First, there was a drop of 6.5 TWhs compared to the same quarter of the previous year, a strong increase of more than 10 TWhs during the 2Q, reflecting improved plant availability, thanks to a strong mobilization of our teams and the progress of remediation work on stress corrosion. The impact of this improvement in accounts for the H1 of the year is still limited, as the decline of the 1Q occurred amid high spot prices, while the rise in the 2Q was due to lower prices. The favorable effect of the increase in French nuclear power generation should be more substantial in H2. Turning to the rest of the income statement of operating income, or rather, we're seeing that this is very much in line with the EBITDA growth, which itself was EUR 13.4 billion. Let's explain and analyze the bridge from EBIT to net income. First of all, our financial result. It's an expense of EUR 1.5 billion, that's an improvement of EUR 1.4 billion relative to H1 2022. There are different items here. First of all, gross borrowing costs of EUR 1.9 billion, up EUR 1.1 billion, of which around EUR 0.4 billion related to new bond and short-term financing, and around EUR 0.6 billion due to the sharp rise in market rates. The average coupon rose from 1.87% at the end of June 2022, to 3.84% at the end of June 2023. As Luc said, during the half year, we virtually completed our 2023 bond issue program, with around EUR 6.4 billion of bonds issued in various markets, such as the US dollar, the euro, sterling, and the yen, as well as the issue of a $1.5 billion hybrid bond. This shows that financial markets have confidence in EDF, and likewise, agencies have maintained our financial rating. These issues are together with the reduction in the level of short-term debt, have extended the maturity of EDF's financial debt to 10.5 years at the end of June, versus 9.4 years at the end of 2022. The second element of the financial result, the good performance of dedicated assets, which made a positive contribution of EUR 1.5 billion. Their performance was +5.5% in H1 2023, compared with -8.9% in H1 2022, resulting in an increase of EUR 4.6 billion versus H1 2022, against a backdrop of improving financial markets. Third element, net accretion totaled EUR 1.6 billion. This is an increase of EUR 2.5 billion versus H1 2022. It's mainly due to the stability of the real discount rate for nuclear provisions in France in H1 2023, whereas it had increased by 30 bips in H1 2022. I'd like to remind you that when rates increase, the discount expense goes down. The rate of coverage of nuclear provisions by dedicated assets stood at 108.5% at the end of June 2023, compared with 107.1% at end December 2022. If we look at the tax expense, it's a tax charge, which stood at EUR 1.3 billion in H1 2023, compared with EUR 1.8 billion tax benefit in H1 2022, a variation of minus EUR 3.2 billion. This stems from the group's return to a positive tax result. Once adjusted for non-current items, notably changes in the fair value of dedicated assets, net income before non-recurring items came to EUR 6.3 billion, as you can see at the bottom of this slide. This compares with a loss of EUR 1.3 billion a year ago. Net attributable income is EUR 5.8 billion versus minus EUR 5.3 billion the previous year. Let me now say a few words about cash flow and net financial debt. EBITDA is extremely high, EUR 18.1 billion. We expected an increase in WCR to the tune of EUR 8 billion, and this includes -EUR 4.3 billion related to trading activities, particularly against the backdrop of falling net margin calls. Second element, minus EUR 3.3 billion related to the CSPE energy price cap receivable, which was not offset by lower feed-in tariff receipts against the backdrop of falling prices. Net investment, or net capital expenditure amounted to EUR 9.1 billion, up slightly by EUR 0.7 billion, due in particular to the Hinkley Point C project, major maintenance work on the nuclear fleet, and the development of network activities. Net financial expenses increased in the context of rising interest rates and debt levels, reaching EUR 1.1 billion in the H1 of 2023. Lastly, tax disbursements amounted to EUR 1.1 billion versus EUR 0.2 billion for H1 2022, as a reminder, and this is due to higher earnings forecasts in Italy and the UK. It should be noted, however, that the tax disbursement for the French tax consolidation remains relatively low for this half year, due to the tax consolidation's deficit position in 2022. Now, conversion of OCEANE bond to the tune of EUR 2.4 billion, these are convertible bonds, help to strengthen shareholders' equity. All in all, net financial debt is virtually unchanged and stands at EUR 64.8 billion at June 30, 2023, compared with EUR 64.5 billion at the end of December 2022. Thank you for your attention. Handing over to Luc Rémont. Thank you, Xavier. I would like to wrap up with a couple of prospects. As I'm sure you understand, the entire group is working hard with a view to achieving our objectives, supporting our investment program, while stabilizing our debt. That's our number one priority for the entire group, and against this backdrop, we are in a position to improve our guidance. Now, we target, at the end of the year. A debt net, definitional net-to-EBITDA ratio that is lower or equal to 2.5x, and an adjusted economic debt-to-EBITDA target of less than or equal to 4x. I would therefore like to take this opportunity to warmly thank all of the EDF Group's employees for their commitment and dedication on a daily basis. It is thanks to them that we are able to achieve our targets, which are ambitious. Thank you very much. Xavier and I are on hand should you have any questions, whether you ask them in person or remotely. Thank you very much, gentlemen. Let's start with questions from the audience. Journalists can send us their questions in writing. Go ahead. Hello. Sharon, VIZCO. Thank you for this presentation. Thank you for all these figures. Even though you have now been delisted, I have a couple of questions. Could you please explain once again, there is no foreseeable impact of the 10% increase in electricity? I'm not sure I understand your explanations. Please give us an update on Taishan. Have you restarted the reactor? What kind of information can you give us at this stage? What about your forecast for the 300-330 TWh range, where do you stand? 179 in H1, does that mean you will be lower in H2? Do you have leeway? Do you have a safety buffer? What is it that you're taking into account? One last time, the press release talks about a risk provision of EUR 0.8 billion, which is currently being negotiated with Orano in reference to an important contract in The Hague. All other things being equal, are you expecting the cost to be higher? Thank you, Sharon. Xavier, would you like to answer the question on tariffs? Things are rather simple. Well, there is an energy price cap via the CSPE mechanism, what customers don't pay is actually offset by the CSPE mechanism. On August first, there was an announcement for a 10% increase in what customers will pay, which will be compensated, offset by the CSPE mechanism. What does that mean for EDF? Instead of having a receivable against the government via the CSPE mechanism, the customers will pay. This means there is zero or close to zero impact on EBITDA and cash. Now, regarding Taishan, well, the onus is on the operator to communicate about that situation because we are a minority partner. There have been no new developments in recent weeks regarding Taishan. Regarding the target range, yes, 300, 330 TWh.. Where did you get the 179? We stand at 158.1 for H1. Yes, we do target 300-330. That's the range we're targeting, but 179, I don't know where you got that figure. The 300-330 range, that's for output in France. Absolutely, no problem. What was your last question? Provisions regarding the contract with Orano. Okay, go ahead, Xavier. Let me say a few words about that. This is a contract, a so-called ATR contract, for the 2024-2026 period, a contract for the treatment of nuclear waste. This is an in-depth renewal of Orano assets. Yes, we had a total provision on 31 December 2022 of EUR 854 million. We adopted an additional provision of EUR 1.26 billion. The total provision is EUR 1.884 billion for that contract, and this additional provision matches the offer we made to Orano. Discussions, negotiations are underway, and this reflects our vision of things. Thank you. Second question. Muriel Boselli, Montel. Hello. I have a quick question regarding SCC, stress corrosion cracking. You talked about a reactor which is to be repaired during the ten-yearly inspection. When has this inspection been scheduled? I don't know. My other questions have to do with the long-term contracts. You referenced the fact that you are preparing to sign those long-term contracts as early as September. Can you tell us more about that? The number of contracts being prepared, the industrial players, the companies that you're planning to sign those contracts with, maybe more information on prices and terms and conditions. My question is: do you think that system can be approved by the European Commission? And particularly since this would mean a lot of suppliers won't have the necessary resources for nuclear production, and this could lead to significant concentration within the industry. Here's a bonus question. Outside those long-term contracts, what is your preference when it comes to regulation? Those long-term contracts, is that all of it for you, or how about CFD type contracts? Regarding SCC, the ten-yearly inspection is for the four twenty-four reactor, and it's supposed to, it's scheduled for December. There are different types of contract. I can't give you the details at this point. The most visible contracts in September are those contracts that will be based on market conditions over five years. Issuing such contracts, which virtually do not exist at this point, will provide visibility to everyone, every supplier, every industry player, everyone across the board, everyone who has access to the wholesale market. Everybody will have visibility over five years when it comes to access conditions for electricity. I think this answers your question. These are mostly contracts that are based on market conditions. Potentially, there may be other industrial partnership contracts. The vast majority of those contracts are market contracts based on market conditions. That's what I can tell you at this juncture. François? François de Beaupuy, Bloomberg. 2 questions. Regarding those contracts, do you have any idea of the volume that you will provide, and when? Second question regarding Niger and the coup that took place yesterday. Can you tell us what is the percentage of uranium that comes from Niger? Or tell us some flavor of the volumes. How do you source uranium? On the first part, we started issuing. If we find a market with providers, suppliers, and customers who want, who are keen on those 5-year contracts, we'll do more of those. Clearly, we would like those to become a very significant component of the whole. As not just EDF, but as a major power utility in Europe, we want to raise the visibility, the long-term visibility for clients, and also more visibility in terms of revenues for operators so that they can be up to the steep curve in investments. All players have to invest to that extent in order to achieve the transition. That's what we want to propose to our customers and suppliers. Types of contracts that enable them to meet that goal. As regards Niger, we don't communicate on those percentages, but we have a strategy to diversify with major components in order not to be exposed to that kind of event. The main countries where we source uranium are Australia, Canada, the U.S., and so on. Those are diversified sources. Thank you. Let's take an online question. How do you finance the Grand Carénage reform and the market reform, so that there wouldn't be any CFD on current nuclear portfolio? All of this is financed by EDF revenues, so we keep on funding Grand Carénage on the basis of our funds. In the coming years, we want an economic model for the power industry and for EDF that be sustainable, so that our revenues can match our investments. Along these lines, we are not concerned in terms of our capability to finance Grand Carénage because we want to have a sustainable economic model. That's what we are busy setting up, and the long-term contracts that I just mentioned are one, provide one contribution to that model because they provide us with more long-term visibility. Benjamin Lu, Reuters. On the same issue, a few years ago, you mentioned the need for a new consensus on the electricity prices in France. Can you tell us what the impact would be on individuals? Do you mean a gradual increase in prices for consumers? To what size and to what extent time-wise? Customers, be they businesses or individuals, should have an energy, an electricity consumption that be competitive so that they can develop their businesses in France and in other countries where we operate. For consumers, they need power, electricity that be reasonable in terms of price. Clearly, in the current situation, this, that is quite exceptional, and it is to some extent compensated by the government in terms of depreciation or a rate shield. Were it not for that, it would be even more terrible for consumers and not sustainable. What we need is to go beyond the current war situation. We need an electricity economy, an EDF economic business model that be compatible with the kind of competition we're trying to achieve, both for customers and businesses working in France. This applies to France and to all countries where we operate. It should be compatible with the huge investment requirements in this sector. We need a national consensus. Would those prices be above current prices? I don't think so. I think they would be below. We need a consensus type of visions so that average prices, of course, there will be market fluctuations, but average prices should be sustainable. We need investments. This is an industry where investment cycles are long. If we know that the current state of the economy can sustain those investments, we could lower prices, but then we wouldn't have the same amounts of electricity, and there might be a risk of higher prices in the future. That's why what we had in mind when we said we need a national consensus. We have to communicate in a better way. We have to look beyond the current situation. I'm not minimizing the current concerns. We need to build a consensus so that both the country and EDF can build up a successful path. Thank you. Last question. On the same issue, I understand that, first of all, you want EDF to be able to finance its investments by selling power electricity. This is what we allow. It seems desirable, or at least it looks as though selling prices are going to be limited in order to protect consumers. Would a ceiling close to cost be good enough for you? We can come back to this later on. We believe that in what I said, we should not forget the need to invest. That's all I have to say. There's a simple principle at work, which is summarized by what we said today. We need a consensus. We should not ignore the need to invest. Maybe one more question, one or two, online. You have a sole shareholder. The further action by the state will not be considered. Emmanuel Macron mentioned the possibility of nuclear reactors in the Fos basin. Is that currently being considered in France? When President Macron said, says we should consider something, we will consider it. I think it is desirable to consider sites other than the existing sites. It might be in the longer term, and it will not necessarily be EPRs, although it might be EPRs as well. Another question: Did you revise the cost of EPR2? What is the current cost? Can you increase the capability of current reactors? On EPR2, we're working on several fronts. It's not so much a revision, it is a firming up of the price components in the project. We want also to have a more mature engineering complex, engineering system, including our external suppliers. We also want a plan to scale up. In order to build more reactors, they must be improved, every one of them. We want to scale up the plan we have, and we need a financing planning as well. We will need at least the whole of 2023 to bring together all those components, so that each of those be as robust as possible, so that at the end of the day, in 2024, we can aim very close to a final decision-making. That decision should be made at the end of next year. We're currently setting up the building blocks, and we'll keep on making progress in the coming months. An increase in power capability, yes. We are working on a such a project. We believe there's, that there's a, there is a potential 21 TWh increase in generation on the current fleet. It is obviously long-term project. We are working on it in order to achieve those 21 TWhs. Over the last few weeks, I mentioned that we wanted to increase to 400 TWhs in the long term. We think it would be possible because in the long term, we would include the fact that we can increase the power capability of the current fleet. Why don't we call it a day? Thank you so much for being here, and I wish you a very pleasant summer, and we'll see you this fall more about our company. Thank you.