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Registrationdocument

Annual nancial

report

DEAR SHAREHOLDERS,

In 2017, your Group resolutely pursued and accelerated its transformation and implemented the multi-channel, multi-media and multi-business strategy it presented to you at the start of the year. The multi-channel strategy has met expectations: the Groups unencrypted channels, which grew total audience share for all targets in

2017, maintained advertising revenues while keeping programme costs

under control. Though audiences for the TF1 core channel decreased slightly, our DTT channel audiences achieved above-forecast growth thanks to our investment in them: the repositioning of TMC was as successful as expected, and LCI became Frances no.2 news channel. On the production side, the acquisition of Newen Studios in early 2016 kept its promises. Newen expanded its customer portfolio beyond its historical base, extended its geographical reach, diversi" ed programme genres by acquiring Tuvalu in the Netherlands, and rose to the challenge of producing the successful daily soap

Demain nous appartient

for TF1. In distribution and content monetisation, we played our part in shaking up the French unencrypted TV channel universe; to date, we have secured ground-breaking agreements with Altice-SFR and Bouygues Telecom to distribute our TF1 Premium offer, combining content from our channels with add-on services. These deals have dynamised our business model. In 2017, the TF1 group focused on developing in digital and conquering new, younger targets. We took a stake in MinuteBuzz and a minority holding in Studio71 (the world no.3 internet channel operator on social networks in terms of number of videos viewed), and introduced compulsory logins on our websites to enable us to develop a customer database. In addition we launched Studio71 France and an alliance with leading European media groups (1) to sell premium digital inventories at European level.

The acquisition of the aufeminin group

(2) announced at the end of the year will pave the way for a different relationship with advertisers built on strong internet audiences delivered by highly-engaged web communities around aufeminin brands (aufeminin.com, Marmiton, My Little Paris); these bra nds have a presence in over 20countries, with many followers even paying for gift box plans (3) . Bringing aufeminin and the TF1 group together will be a priority for 2018 as we accelerate our digital transformation. Among the Groups diversi" cations was the opening of the La Seine Musicale concert venue on the Île Seguin island near Paris, which was an immed iate success and demonstrated our ability to develop new businesses. This successful venture in live music and shows opens up new opportunities for performers, who can rely on our huge promotional resources. (1) Prosieben Sat1, Mediaset Italy and Spain, Channel 4. (2) Acquisition subject to clearance from the competition authorities. (3) Under the Beautiful BoxŽ plan, users pay a monthly subscription a nd receive a surprise monthly gift box, which beauty brands can use to promote their products.

In 2017, the introduction of the uni" ed

TF1 Initiatives

brand brought together all our activities in the " eld of Corporate Social Responsibility, whether towards society (especially through the TF1 Foundation), our employees or the environment.

Finally, in 2017 we implemented our

Recover

action plan to identify sources of productivity; the plan is delivering recurring savings and helping to improve our pro" tability sustainably.

2018 will see even more ful" lment of our ambitions as a multi-channel,

multi-media and multi-business group. There will be many challenges in a fast-moving market. We will face competition from highly active global digital players, and regulatory changes as France and Europe adapt to changing markets in various areas including media chronology (the sequencing of movie releases from cinema screening to SVOD ), a new audiovisual law in France, the European General Data Protection

Regulation, ePrivacy,etc.

As regards content, all our teams will be mobilised in a spirit of conquest in a year which will see our channels screening exclusive unencrypted broadcasts of 28 matches from the Football World Cup, more French and foreign drama series (

Les bracelets rouges, Insoupçonnable, La

vérité sur laffaire Harry Quebert, etc.) and more light entertainment

Laventure Robinson,

etc.). Against this background, your Group is using its rich pool of talent to develop in all creative " elds. On the News side, 2018 will see an overhaul of our organisation and processes, especially via technological innovation, to offer TV news bulletins that provide ever stronger and more immersive experiences for viewers. To conclude, in 2018 the TF1 group is more than ever mobilised to extend its clear lead in the TV market, pursue its development in production and digital, increase pro" tability, and create value for staff and shareholders.

A group

transforming itself

Boulogne, 8March 2018

Gilles C. PÉLISSON

Chairman & CEO of TF1

MESSAGE FROM THE CHAIRMAN & CEO

Photo credit : TF1/Christophe Chevalin

TF1 GROUP

INTEGRATED REPORT

GROUP PROFILE 6

1. THE GROUP AND ITS ENVIRONMENT 7

2. OUR GOVERNANCE 12

3. OUR BUSINESS MODEL 14

4. MARKET TRENDS: A SOURCE

OF OPPORTUNITY 185. STRATEGIC OBJECTIVES

AND RESOURCE ALLOCATION 20

6. OUR PERFORMANCE 21

7. OUTLOOK 22

ABOUT THIS REPORT

METHODOLOGY

This report is based on the framework published by the International Integrated Reporting Council (IIRC). It builds on a pro-active initiative extending back several years in the area of Corporate Social Responsibility and transparent communication with all stakeholders. This integrated report is the work of an internal working group headed up by Financial Communication in collaboration with the Strategy,

Development &Transformation, and CSR Departments.

SCOPE The report covers the 2017 " nancial year (1 January to

31 December 2017), and TF1 group entities within the scope of

the " nancial consolidation. It reminds readers of the objectives for

2017, provides a progress report, and includes medium- and long-

term projections to give a forward-looking vision of the Group in its environment.

GROUP PROFILE

TF1 is an

integrated media group with a vocation toinform and entertain . It provides content and an offering adapted to all platforms.

TF1 is the

leading private-sector unencrypted broadcaster in France.

It broadcasts

" ve complementary unencrypted channels (TF1, TMC, TFX, TF1 Séries Films and LCI), which together had an average 32.3% share of the key W omen under 50 Purchasing

Decision-MakersŽ target audience in 2017.

This positioning is strengthened by the Groups constant adaptation to new ways of consuming content. So TF1 is adding a high-powered digital dimension to its channels. It is also offering exclusive digital content and video-on-demand in or der to reach all audiences on all platforms. Taking a majority stake in MinuteBuzz and setting up Studio71 France in partnership with Prosieben Sat.1 was designed to target millennials. And at the start of

2018, the TF1 group accelerated its digital transformation by reaching agreement with the

Axel Springer group to acquire the aufeminin

(2) group (a digital player with an editorial and web offering mainly covering fashion, beauty and cooking). With aufeminin, the TF1 group will be able to offer innovative solutions to brands based on awareness, af" nity and in" uence.

The Group also screens the following

theme channels to meet special-interest demand: TV Br eizh, Histoire, Ushuaïa and Serieclub. TF1s advertising airtime sales arm offers advertisers the combined bene" ts of access to its mass-market television channels and to personal digital media. It al so sells advertising slots on independent radio stations and numerous websites.

In conjunction with its cor

e business, the TF1 group is present in the production and distribution of content relating to its own channels and to personal digital media. The main aim of taking a majority stake in Newen was to accelerate the inter national expansion of pr oduction and distribution. Finally, the TF1 group has created a large range of complementary businesses in key areas such as home shopping, licences, board games, music and entertainment pr oduction,etc. As a media group, TF1 is aware of its responsibilities and is engaged in high-quality dialogue with all its stakeholders in order to enhance transparency and continually improve its practices. This year the TF1 group launched TF1 Initiatives, a brand that brings together all its CSR activities around thr ee pillars: solidarity, diversity and sustainability. NO. 1

PRIVATE SECTOR

UNENCRYPTED

BROADCASTER

IN FRANCE

32.3%

SHARE OF KEY

TARGET AUDIENCE

(1) (1) Médiamétrie ...Target: Women under 50 purchasing decision-makers.

(2) Completion of this deal is subject to clearance from the regulatory authorities in France and Austria.

€2,125M

IN REVENUE

2,706

EMPLOYEES

5

UNENCRYPTED

CHANNELS

OUR VALUES

ALWAYS DARING

BE CREATIVETOTAL COMMITMENT

WORKING TOGETHERPERFORMANCE FIRST

1. THE GROUP AND ITS ENVIRONMENT

ORGANISATION AND ACTIVITIES OF THE GROUP

See Section6.1.1 of the registration document for a simpli" ed organisation chart showing the Groups subsidiaries.

BROADCASTINGSTUDIOS & ENTERTAINMENT

* 70% owned by the TF1 group. ** Owned 50/50 by the TF1 group and the M6 group.

OUR STAKEHOLDERS

In our corporate governance as in all our activities we apply ethical and responsible principles in our dealings with regulators, the viewing public, our customers and suppliers, and our staff. We account for our activities to the community in a manner that is exhaustive and transparent CSA ARPP

Competition authority

AMF, etc

Employees

Executive Committee

Board of Directors

ShareholdersProducers

Suppliers

AdvertisersViewing public

Other media

Non-profit

organisations

Ratings agencies

Market

regulators

Social

influencers

Business

partners

Internal

stakeholders

CSR - MATERIALITY MATRIX

Importance for

the TF1 group

Importance for

stakeholdersquotesdbs_dbs19.pdfusesText_25