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EON Debt Investor
Update Call
Dr Marcus Schenck CFO
June 5 2013
Cleaner amp better energy
1
Financial update
Strategic and operating update
Agenda
2
Strategic priorities
Target positive free cash flow by 2015
Reduce capex and improve capital management
Drive efficiency
Restructure depressed European commodity
businesses
Complete ~euro20bn of targeted disposals
Focus on capability-driven business approach
Direct discretionary capex towards priority areas
Renewables
Distributed energy
Outside Europe
Distribution networks as portfolio stabilizers and
enablers of new business models
Rebalance portfolio and expedite transformation
Increased focus on cash and profitability
Europe
Restructuring
amp New business
models
Outside
Europe
Profitable
growth
Performance
Efficiency amp
Capabilities
Cleaner amp better energy
Investment
Less capital
more value
3
Reduce and prioritize capex
Discretionary capex targeted at transformation
Maintenance capex
Necessary to maintain existing assets in operation
Largely stable
Distribution networks
Necessary to keep license to operate
Inflexible to significantly reduce capex would have to exit
business altogether
Discretionary capex
By 2015 almost completely allocated to priority growth areas
renewables distributed energy outside Europe
Progressive transformation of portfolio
Seeds for long-term growth
Strict enforcement of higher hurdle rates
Key observations
Dis
cre
tion
ary
ca
pex
Planned capex by type
Hu
rdle
ra
te a
bo
ve
co
st
of
ca
pit
al (
)
Upward revision from
CMD communication
due to TurkeyBrazil
transactions
4
Objectives
Establish performance culture
Improve and accelerate decision-making
Targets
Target of reducing controllable costs to euro83bn in 2015
Cost reductions also to compensate for cost inflation
Personnel reduction of ~11000 FTEs
Efficiency amp restructuring
Business-as-usual is not an option
-02 -06
-05
EON 20
Midstream gas
Reorganization of Global Gas and Trading sales
activities transferred to regional units supply and
optimization activities merged into ldquoEON Global
Commoditiesrdquo
Gas supply portfolio substantially de-risked and further
progress to be expected
Focus on businesses where EON can add value ~euro8bn
of disposals
Conventional generation
Streamlining of overhead functions
Bundling of generation functions in Hanover
Drastic reduction of hierarchical layers and simplification
of legal structures
Complete moratorium on conventional new-builds until
improvement of market design
Reduction of capex to maintenance levels
Decommissioning until 2015 ~30 units ~11GW of
capacity
Restructuring of European commodity businesses
5
Collect ~euro20bn of disposal proceeds
Gazprom euro34bn
Central Networks euro48bn
Open Grid Europe euro29bn
50 of Horizon euro04bn
EON Rete euro03bn
HSE Shares euro03bn
Other transactions euro14bn
Closed transactions per end 2012 euro135bn
50 of 3 US wind farms
EON Energy from Waste
43 EON Thuumlringer Energie
25 in SPP
44 in JMP
Other transactions
Closed transactions in Q1 2013 euro35bn
EON Foumlldgaacutez Trade amp Storage
10 EON Thuumlringer Energie
Signed and expected to close in H2 ~euro10bn
EON Westfalen Weser
EON Mitte
Urenco
Planned and not signed gteuro2bn
euro170bn of disposal proceeds already materialized
(expected total ~euro20bn)
Disposal proceeds EBITDA effect of disposals in 2013 and 2014 (eurobn)
Open Grid Europe
Bulgaria
HSEHEAG
Horizon
Energy from Waste
EON Thuumlringer
Energie
SPP
JMP
US Wind farms
EFT amp EFS
EON Westfalen
Weser
EON Mitte
Urenco
Disposal impact 2014
Disposal impact 2013
Disposal proceeds illustrate the Economic Net Debt impact
6
Speed up capital rotation
Free up capital to further develop pipeline (aim to recycle
at least euro300m pa)
Offer continued world-class OampM services
Important unique selling points
Expertise in development and construction unique
offshore experience with pioneering advantage
Wind fleet approach and OampM strategy
Further opportunities in EON group context
Biomass conversion
Leverage know how for outside Europe markets
Monetize important pipeline and unique skills in renewables
Well-established track record in distributed energy
Priority areas Renewables and Distributed Energy
Renewables
Total attributable capacity by technology (GW)
Focus of activities on district heating and industrial CHP
Higher capex level from 2013 onwards (~50 step-up)
Most important regions Sweden Germany UK and NL
Sweden 2nd biggest market player in integrated heat
business (13 market share) with ~50 district heating
networks
Germany ~4000 distributed energy assets with
installed capacity of 51GW heat and 12GW power
Sizeable mainly long-term contracted business
Trustful relationships with numerous European
municipalities
EON and METRO recently announced partnership
Distributed energy
Distributed energy EBIT(DA) 2010-2012 (eurobn)
7
EON owns 50 after close of swap with Verbund
Focus on execution of projects under construction
Aiming for 75-8GW generation capacity by 2020
Complete acquisitions of Ayedas and Toroslar
distribution companies
EON will own 36 after close of transactions
New structure provides MPX with greater efficiency and
the backing of two strong partners (EBX and EON)
2 GW will be online by the end of 2013 creating a
relevant operating platform
Capital increase of R$ 12 bn gives a strong financial
footing enabling MPX to fully exploit its attractive pipeline
Diversified high quality pipeline ready for 2013 auctions
Priority area Outside Europe
Turkey Enerjisa Brazil MPX
Disciplined growth in fundamentally attractive markets
23
Ankara
Istanbul
H
H H H H
H
H
H H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under
construction
Under
development
Ge
ne
rati
on
cap
ac
ity
GW
Başkent Ayedas
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
Toroslar
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
Solar
Wind
Lignite
Gas
Hydro
Operation
Construction
Development
8
Distribution contributes roughly 30 of EONlsquos total
group EBITDA
Adjusted for disposals the EBITDA contribution of
the segment has been very robust amid turbulent
times
Due to its regulated nature distribution is only
temporarily exposed to volume risks resulting from
the weak general economy
No commodity price exposure
Exposed to regulatory risk (notably Hungary and
Spain) but broad geographical footprint (7 countries
with different regulatory regimes) provides certain
hedge for regulatory reviews next regulatory
milestone German power distribution in 2014
EONlsquos business backbone
Robust earnings base and potential enabler for new business models
Excluding
contribution of
Central
Networks EON
Rete (both sold
in 2011) and
EON Bulgaria
(sold in 2012)
In general RABs in different
regulatory regimes are not
directly comparable due to
significant methodical
differences
In Sweden for example
RAB is based on
replacement value of all
physically existing assets
irrespective of the actual
age of the assets
20112012 Regulated asset base1 (eurobn)
Distribution networks as portfolio stabilizer
eurobn
Pro forma EBITDA
Germany ~13
Sweden ~88
Spain NA2
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~063
1 2012 for Sweden and Slovakia Exchange rates as of 25 Jan 2013
2 System based on indexed regulatory revenue allowance
3 RAB for 100 of ZSE (EON-share 49)
9
Mid-term portfolio target
Regional Units
Networks to remain stabilizer of portfolio stable or
slightly growing earnings and positive free cash flow
generation
Forge customer-based business models around
distributed energies
Renewables amp Non-EU countries
Earnings to compensate for declining businesses
Required to move into positive free cash flow
territory and to become self-supporting
European commodity businesses
Not counting on recovery of European markets
Restructure businesses and push for more
sustainable market design
Prepare for cash-out from decommissioning
Key drivers
Ensure positive free cash flows and sustainable earnings prospects
Free cash flow generation
Ea
rnin
gs p
rosp
ec
ts
+ -
-
+
Networks EampP
Fossil
Rus-
sia
ECR1
Sales
Hydro
Nuclear
EGC1
DE1
Brazil
Turkey
Bubble sizes represents
EBITDA contribution
1 RES = EON Climate amp Renewables DE = Distributed energy
EGC = EON Global Commodities
10
Financial update
Strategic and operating update
Agenda
11
FY 2012
Q1 2013
financial
highlights
FY 2013
outlook
1 Adjusted for extraordinary effects 2 Based on number of shares outstanding (1907 billion) 3 As percentage of underlying net income
Solid performance during FY2012 and Q1 2013
Outlook 2013 recently confirmed
Recent financial highlights and 2013 outlook
EBITDA1 euro92bn ndash euro98bn (confirmed)
Underlying net income1 euro22bn ndash euro26bn (confirmed)
Underlying EPS12 115 ndash 135 (confirmed)
Dividend payout ratio3 50 ndash 60
Q1 2013 FY 2012
bull EBITDA1 euro36bn (-5) euro108bn (+16)
bull Underlying net income1 euro14bn (-16) euro42bn (+67)
bull Operating cash flow euro16bn (+263) euro88bn (+33)
bull Economic net debt -euro316bn -euro359bn
12
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Liquidity and maturity profile
Maturity profile (as of Q1 2013)1
1 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
Flexible funding options Debt issuance
program
euro35bn
EUR-CP
program
euro10bn
USD-CP
program
$10bn
Revolving
credit facility
euro6bn
Upcoming debt maturities easily manageable via
existing liquidity sources
Long-term and well-balanced debt maturity profile
Effective duration of financial liabilities 7 years
Liquidity
Sources
2013 2014 2015
Revolving credit
facility (undrawn)
Liquid funds amp
non-current
securities
Bond and
promissory notes
maturities
Liquidity and financial flexibility (as of Q1 2013)
No bond issuance since mid 2009
EON continues to benefit from strong liquidity and a well-balanced
and long-term maturity profile
17 34
15
60
43
107
euro bn
13
Financial policy
Debt Factor continues to be EONrsquos key ratio for
steering its capital structure
Mid-term Debt Factor target of lt30x remains
unchanged (after having tightened the target twice)
EON to become free cash flow positive is a key priority
Strict capital management remains a key priority as
Debt Factor currently exceeds thresholds
Capital
structure
management
Dividend
policy
Planned dividend payouts solely based on payout
ratio of 50 - 60 to secure sustainable and attractive
remuneration for shareholders
Lower absolute levels will have positive impact on
key rating ratios (eg Moodyrsquos RCF)
Debt Factor target below 30x remains the cornerstone of EONrsquos financial policy
onwards
Average payout
2010-2012
58
Debt Factor
Mid-term
target lt30x
14
Overview sector ratings Positive
AA- Aa3
Negative
Positive
A+ A1
Negative
Positive
A A2
Negative
Positive
A- A3
Negative
Positive
BBB+ Baa1
Negative
Positive
BBB Baa2
Negative
EDF GSZ EON EnBW RWE Enel Iberdrola
EONrsquos rating has benefited from delivery on structural counter-measures
and remains well-positioned
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
15
Conclusion
EON has continuously delivered on its strategy via
a highly successful portfolio streamlining
substantially improving efficiency
successful expansion in profitable growth areas
using less capital and creating more value
EON will continue its transformation by
restructuring its businesses in depressed European markets
pursuing selected growth in renewables distributed energy and outside Europe
benefiting from networks as a key stabilizer
Debt-holder interest remains a key part of EONrsquos financial policy given
a track record in reducing debt
strict capex discipline alongside significant dividend adjustments
the target to become free cashflow positive by 2015 at latest
Business
profile
Financial
profile
EON has the power to face the industryrsquos game changers and expedite its transformation while reaching a conservative leverage target
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
1
Financial update
Strategic and operating update
Agenda
2
Strategic priorities
Target positive free cash flow by 2015
Reduce capex and improve capital management
Drive efficiency
Restructure depressed European commodity
businesses
Complete ~euro20bn of targeted disposals
Focus on capability-driven business approach
Direct discretionary capex towards priority areas
Renewables
Distributed energy
Outside Europe
Distribution networks as portfolio stabilizers and
enablers of new business models
Rebalance portfolio and expedite transformation
Increased focus on cash and profitability
Europe
Restructuring
amp New business
models
Outside
Europe
Profitable
growth
Performance
Efficiency amp
Capabilities
Cleaner amp better energy
Investment
Less capital
more value
3
Reduce and prioritize capex
Discretionary capex targeted at transformation
Maintenance capex
Necessary to maintain existing assets in operation
Largely stable
Distribution networks
Necessary to keep license to operate
Inflexible to significantly reduce capex would have to exit
business altogether
Discretionary capex
By 2015 almost completely allocated to priority growth areas
renewables distributed energy outside Europe
Progressive transformation of portfolio
Seeds for long-term growth
Strict enforcement of higher hurdle rates
Key observations
Dis
cre
tion
ary
ca
pex
Planned capex by type
Hu
rdle
ra
te a
bo
ve
co
st
of
ca
pit
al (
)
Upward revision from
CMD communication
due to TurkeyBrazil
transactions
4
Objectives
Establish performance culture
Improve and accelerate decision-making
Targets
Target of reducing controllable costs to euro83bn in 2015
Cost reductions also to compensate for cost inflation
Personnel reduction of ~11000 FTEs
Efficiency amp restructuring
Business-as-usual is not an option
-02 -06
-05
EON 20
Midstream gas
Reorganization of Global Gas and Trading sales
activities transferred to regional units supply and
optimization activities merged into ldquoEON Global
Commoditiesrdquo
Gas supply portfolio substantially de-risked and further
progress to be expected
Focus on businesses where EON can add value ~euro8bn
of disposals
Conventional generation
Streamlining of overhead functions
Bundling of generation functions in Hanover
Drastic reduction of hierarchical layers and simplification
of legal structures
Complete moratorium on conventional new-builds until
improvement of market design
Reduction of capex to maintenance levels
Decommissioning until 2015 ~30 units ~11GW of
capacity
Restructuring of European commodity businesses
5
Collect ~euro20bn of disposal proceeds
Gazprom euro34bn
Central Networks euro48bn
Open Grid Europe euro29bn
50 of Horizon euro04bn
EON Rete euro03bn
HSE Shares euro03bn
Other transactions euro14bn
Closed transactions per end 2012 euro135bn
50 of 3 US wind farms
EON Energy from Waste
43 EON Thuumlringer Energie
25 in SPP
44 in JMP
Other transactions
Closed transactions in Q1 2013 euro35bn
EON Foumlldgaacutez Trade amp Storage
10 EON Thuumlringer Energie
Signed and expected to close in H2 ~euro10bn
EON Westfalen Weser
EON Mitte
Urenco
Planned and not signed gteuro2bn
euro170bn of disposal proceeds already materialized
(expected total ~euro20bn)
Disposal proceeds EBITDA effect of disposals in 2013 and 2014 (eurobn)
Open Grid Europe
Bulgaria
HSEHEAG
Horizon
Energy from Waste
EON Thuumlringer
Energie
SPP
JMP
US Wind farms
EFT amp EFS
EON Westfalen
Weser
EON Mitte
Urenco
Disposal impact 2014
Disposal impact 2013
Disposal proceeds illustrate the Economic Net Debt impact
6
Speed up capital rotation
Free up capital to further develop pipeline (aim to recycle
at least euro300m pa)
Offer continued world-class OampM services
Important unique selling points
Expertise in development and construction unique
offshore experience with pioneering advantage
Wind fleet approach and OampM strategy
Further opportunities in EON group context
Biomass conversion
Leverage know how for outside Europe markets
Monetize important pipeline and unique skills in renewables
Well-established track record in distributed energy
Priority areas Renewables and Distributed Energy
Renewables
Total attributable capacity by technology (GW)
Focus of activities on district heating and industrial CHP
Higher capex level from 2013 onwards (~50 step-up)
Most important regions Sweden Germany UK and NL
Sweden 2nd biggest market player in integrated heat
business (13 market share) with ~50 district heating
networks
Germany ~4000 distributed energy assets with
installed capacity of 51GW heat and 12GW power
Sizeable mainly long-term contracted business
Trustful relationships with numerous European
municipalities
EON and METRO recently announced partnership
Distributed energy
Distributed energy EBIT(DA) 2010-2012 (eurobn)
7
EON owns 50 after close of swap with Verbund
Focus on execution of projects under construction
Aiming for 75-8GW generation capacity by 2020
Complete acquisitions of Ayedas and Toroslar
distribution companies
EON will own 36 after close of transactions
New structure provides MPX with greater efficiency and
the backing of two strong partners (EBX and EON)
2 GW will be online by the end of 2013 creating a
relevant operating platform
Capital increase of R$ 12 bn gives a strong financial
footing enabling MPX to fully exploit its attractive pipeline
Diversified high quality pipeline ready for 2013 auctions
Priority area Outside Europe
Turkey Enerjisa Brazil MPX
Disciplined growth in fundamentally attractive markets
23
Ankara
Istanbul
H
H H H H
H
H
H H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under
construction
Under
development
Ge
ne
rati
on
cap
ac
ity
GW
Başkent Ayedas
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
Toroslar
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
Solar
Wind
Lignite
Gas
Hydro
Operation
Construction
Development
8
Distribution contributes roughly 30 of EONlsquos total
group EBITDA
Adjusted for disposals the EBITDA contribution of
the segment has been very robust amid turbulent
times
Due to its regulated nature distribution is only
temporarily exposed to volume risks resulting from
the weak general economy
No commodity price exposure
Exposed to regulatory risk (notably Hungary and
Spain) but broad geographical footprint (7 countries
with different regulatory regimes) provides certain
hedge for regulatory reviews next regulatory
milestone German power distribution in 2014
EONlsquos business backbone
Robust earnings base and potential enabler for new business models
Excluding
contribution of
Central
Networks EON
Rete (both sold
in 2011) and
EON Bulgaria
(sold in 2012)
In general RABs in different
regulatory regimes are not
directly comparable due to
significant methodical
differences
In Sweden for example
RAB is based on
replacement value of all
physically existing assets
irrespective of the actual
age of the assets
20112012 Regulated asset base1 (eurobn)
Distribution networks as portfolio stabilizer
eurobn
Pro forma EBITDA
Germany ~13
Sweden ~88
Spain NA2
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~063
1 2012 for Sweden and Slovakia Exchange rates as of 25 Jan 2013
2 System based on indexed regulatory revenue allowance
3 RAB for 100 of ZSE (EON-share 49)
9
Mid-term portfolio target
Regional Units
Networks to remain stabilizer of portfolio stable or
slightly growing earnings and positive free cash flow
generation
Forge customer-based business models around
distributed energies
Renewables amp Non-EU countries
Earnings to compensate for declining businesses
Required to move into positive free cash flow
territory and to become self-supporting
European commodity businesses
Not counting on recovery of European markets
Restructure businesses and push for more
sustainable market design
Prepare for cash-out from decommissioning
Key drivers
Ensure positive free cash flows and sustainable earnings prospects
Free cash flow generation
Ea
rnin
gs p
rosp
ec
ts
+ -
-
+
Networks EampP
Fossil
Rus-
sia
ECR1
Sales
Hydro
Nuclear
EGC1
DE1
Brazil
Turkey
Bubble sizes represents
EBITDA contribution
1 RES = EON Climate amp Renewables DE = Distributed energy
EGC = EON Global Commodities
10
Financial update
Strategic and operating update
Agenda
11
FY 2012
Q1 2013
financial
highlights
FY 2013
outlook
1 Adjusted for extraordinary effects 2 Based on number of shares outstanding (1907 billion) 3 As percentage of underlying net income
Solid performance during FY2012 and Q1 2013
Outlook 2013 recently confirmed
Recent financial highlights and 2013 outlook
EBITDA1 euro92bn ndash euro98bn (confirmed)
Underlying net income1 euro22bn ndash euro26bn (confirmed)
Underlying EPS12 115 ndash 135 (confirmed)
Dividend payout ratio3 50 ndash 60
Q1 2013 FY 2012
bull EBITDA1 euro36bn (-5) euro108bn (+16)
bull Underlying net income1 euro14bn (-16) euro42bn (+67)
bull Operating cash flow euro16bn (+263) euro88bn (+33)
bull Economic net debt -euro316bn -euro359bn
12
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Liquidity and maturity profile
Maturity profile (as of Q1 2013)1
1 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
Flexible funding options Debt issuance
program
euro35bn
EUR-CP
program
euro10bn
USD-CP
program
$10bn
Revolving
credit facility
euro6bn
Upcoming debt maturities easily manageable via
existing liquidity sources
Long-term and well-balanced debt maturity profile
Effective duration of financial liabilities 7 years
Liquidity
Sources
2013 2014 2015
Revolving credit
facility (undrawn)
Liquid funds amp
non-current
securities
Bond and
promissory notes
maturities
Liquidity and financial flexibility (as of Q1 2013)
No bond issuance since mid 2009
EON continues to benefit from strong liquidity and a well-balanced
and long-term maturity profile
17 34
15
60
43
107
euro bn
13
Financial policy
Debt Factor continues to be EONrsquos key ratio for
steering its capital structure
Mid-term Debt Factor target of lt30x remains
unchanged (after having tightened the target twice)
EON to become free cash flow positive is a key priority
Strict capital management remains a key priority as
Debt Factor currently exceeds thresholds
Capital
structure
management
Dividend
policy
Planned dividend payouts solely based on payout
ratio of 50 - 60 to secure sustainable and attractive
remuneration for shareholders
Lower absolute levels will have positive impact on
key rating ratios (eg Moodyrsquos RCF)
Debt Factor target below 30x remains the cornerstone of EONrsquos financial policy
onwards
Average payout
2010-2012
58
Debt Factor
Mid-term
target lt30x
14
Overview sector ratings Positive
AA- Aa3
Negative
Positive
A+ A1
Negative
Positive
A A2
Negative
Positive
A- A3
Negative
Positive
BBB+ Baa1
Negative
Positive
BBB Baa2
Negative
EDF GSZ EON EnBW RWE Enel Iberdrola
EONrsquos rating has benefited from delivery on structural counter-measures
and remains well-positioned
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
15
Conclusion
EON has continuously delivered on its strategy via
a highly successful portfolio streamlining
substantially improving efficiency
successful expansion in profitable growth areas
using less capital and creating more value
EON will continue its transformation by
restructuring its businesses in depressed European markets
pursuing selected growth in renewables distributed energy and outside Europe
benefiting from networks as a key stabilizer
Debt-holder interest remains a key part of EONrsquos financial policy given
a track record in reducing debt
strict capex discipline alongside significant dividend adjustments
the target to become free cashflow positive by 2015 at latest
Business
profile
Financial
profile
EON has the power to face the industryrsquos game changers and expedite its transformation while reaching a conservative leverage target
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
2
Strategic priorities
Target positive free cash flow by 2015
Reduce capex and improve capital management
Drive efficiency
Restructure depressed European commodity
businesses
Complete ~euro20bn of targeted disposals
Focus on capability-driven business approach
Direct discretionary capex towards priority areas
Renewables
Distributed energy
Outside Europe
Distribution networks as portfolio stabilizers and
enablers of new business models
Rebalance portfolio and expedite transformation
Increased focus on cash and profitability
Europe
Restructuring
amp New business
models
Outside
Europe
Profitable
growth
Performance
Efficiency amp
Capabilities
Cleaner amp better energy
Investment
Less capital
more value
3
Reduce and prioritize capex
Discretionary capex targeted at transformation
Maintenance capex
Necessary to maintain existing assets in operation
Largely stable
Distribution networks
Necessary to keep license to operate
Inflexible to significantly reduce capex would have to exit
business altogether
Discretionary capex
By 2015 almost completely allocated to priority growth areas
renewables distributed energy outside Europe
Progressive transformation of portfolio
Seeds for long-term growth
Strict enforcement of higher hurdle rates
Key observations
Dis
cre
tion
ary
ca
pex
Planned capex by type
Hu
rdle
ra
te a
bo
ve
co
st
of
ca
pit
al (
)
Upward revision from
CMD communication
due to TurkeyBrazil
transactions
4
Objectives
Establish performance culture
Improve and accelerate decision-making
Targets
Target of reducing controllable costs to euro83bn in 2015
Cost reductions also to compensate for cost inflation
Personnel reduction of ~11000 FTEs
Efficiency amp restructuring
Business-as-usual is not an option
-02 -06
-05
EON 20
Midstream gas
Reorganization of Global Gas and Trading sales
activities transferred to regional units supply and
optimization activities merged into ldquoEON Global
Commoditiesrdquo
Gas supply portfolio substantially de-risked and further
progress to be expected
Focus on businesses where EON can add value ~euro8bn
of disposals
Conventional generation
Streamlining of overhead functions
Bundling of generation functions in Hanover
Drastic reduction of hierarchical layers and simplification
of legal structures
Complete moratorium on conventional new-builds until
improvement of market design
Reduction of capex to maintenance levels
Decommissioning until 2015 ~30 units ~11GW of
capacity
Restructuring of European commodity businesses
5
Collect ~euro20bn of disposal proceeds
Gazprom euro34bn
Central Networks euro48bn
Open Grid Europe euro29bn
50 of Horizon euro04bn
EON Rete euro03bn
HSE Shares euro03bn
Other transactions euro14bn
Closed transactions per end 2012 euro135bn
50 of 3 US wind farms
EON Energy from Waste
43 EON Thuumlringer Energie
25 in SPP
44 in JMP
Other transactions
Closed transactions in Q1 2013 euro35bn
EON Foumlldgaacutez Trade amp Storage
10 EON Thuumlringer Energie
Signed and expected to close in H2 ~euro10bn
EON Westfalen Weser
EON Mitte
Urenco
Planned and not signed gteuro2bn
euro170bn of disposal proceeds already materialized
(expected total ~euro20bn)
Disposal proceeds EBITDA effect of disposals in 2013 and 2014 (eurobn)
Open Grid Europe
Bulgaria
HSEHEAG
Horizon
Energy from Waste
EON Thuumlringer
Energie
SPP
JMP
US Wind farms
EFT amp EFS
EON Westfalen
Weser
EON Mitte
Urenco
Disposal impact 2014
Disposal impact 2013
Disposal proceeds illustrate the Economic Net Debt impact
6
Speed up capital rotation
Free up capital to further develop pipeline (aim to recycle
at least euro300m pa)
Offer continued world-class OampM services
Important unique selling points
Expertise in development and construction unique
offshore experience with pioneering advantage
Wind fleet approach and OampM strategy
Further opportunities in EON group context
Biomass conversion
Leverage know how for outside Europe markets
Monetize important pipeline and unique skills in renewables
Well-established track record in distributed energy
Priority areas Renewables and Distributed Energy
Renewables
Total attributable capacity by technology (GW)
Focus of activities on district heating and industrial CHP
Higher capex level from 2013 onwards (~50 step-up)
Most important regions Sweden Germany UK and NL
Sweden 2nd biggest market player in integrated heat
business (13 market share) with ~50 district heating
networks
Germany ~4000 distributed energy assets with
installed capacity of 51GW heat and 12GW power
Sizeable mainly long-term contracted business
Trustful relationships with numerous European
municipalities
EON and METRO recently announced partnership
Distributed energy
Distributed energy EBIT(DA) 2010-2012 (eurobn)
7
EON owns 50 after close of swap with Verbund
Focus on execution of projects under construction
Aiming for 75-8GW generation capacity by 2020
Complete acquisitions of Ayedas and Toroslar
distribution companies
EON will own 36 after close of transactions
New structure provides MPX with greater efficiency and
the backing of two strong partners (EBX and EON)
2 GW will be online by the end of 2013 creating a
relevant operating platform
Capital increase of R$ 12 bn gives a strong financial
footing enabling MPX to fully exploit its attractive pipeline
Diversified high quality pipeline ready for 2013 auctions
Priority area Outside Europe
Turkey Enerjisa Brazil MPX
Disciplined growth in fundamentally attractive markets
23
Ankara
Istanbul
H
H H H H
H
H
H H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under
construction
Under
development
Ge
ne
rati
on
cap
ac
ity
GW
Başkent Ayedas
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
Toroslar
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
Solar
Wind
Lignite
Gas
Hydro
Operation
Construction
Development
8
Distribution contributes roughly 30 of EONlsquos total
group EBITDA
Adjusted for disposals the EBITDA contribution of
the segment has been very robust amid turbulent
times
Due to its regulated nature distribution is only
temporarily exposed to volume risks resulting from
the weak general economy
No commodity price exposure
Exposed to regulatory risk (notably Hungary and
Spain) but broad geographical footprint (7 countries
with different regulatory regimes) provides certain
hedge for regulatory reviews next regulatory
milestone German power distribution in 2014
EONlsquos business backbone
Robust earnings base and potential enabler for new business models
Excluding
contribution of
Central
Networks EON
Rete (both sold
in 2011) and
EON Bulgaria
(sold in 2012)
In general RABs in different
regulatory regimes are not
directly comparable due to
significant methodical
differences
In Sweden for example
RAB is based on
replacement value of all
physically existing assets
irrespective of the actual
age of the assets
20112012 Regulated asset base1 (eurobn)
Distribution networks as portfolio stabilizer
eurobn
Pro forma EBITDA
Germany ~13
Sweden ~88
Spain NA2
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~063
1 2012 for Sweden and Slovakia Exchange rates as of 25 Jan 2013
2 System based on indexed regulatory revenue allowance
3 RAB for 100 of ZSE (EON-share 49)
9
Mid-term portfolio target
Regional Units
Networks to remain stabilizer of portfolio stable or
slightly growing earnings and positive free cash flow
generation
Forge customer-based business models around
distributed energies
Renewables amp Non-EU countries
Earnings to compensate for declining businesses
Required to move into positive free cash flow
territory and to become self-supporting
European commodity businesses
Not counting on recovery of European markets
Restructure businesses and push for more
sustainable market design
Prepare for cash-out from decommissioning
Key drivers
Ensure positive free cash flows and sustainable earnings prospects
Free cash flow generation
Ea
rnin
gs p
rosp
ec
ts
+ -
-
+
Networks EampP
Fossil
Rus-
sia
ECR1
Sales
Hydro
Nuclear
EGC1
DE1
Brazil
Turkey
Bubble sizes represents
EBITDA contribution
1 RES = EON Climate amp Renewables DE = Distributed energy
EGC = EON Global Commodities
10
Financial update
Strategic and operating update
Agenda
11
FY 2012
Q1 2013
financial
highlights
FY 2013
outlook
1 Adjusted for extraordinary effects 2 Based on number of shares outstanding (1907 billion) 3 As percentage of underlying net income
Solid performance during FY2012 and Q1 2013
Outlook 2013 recently confirmed
Recent financial highlights and 2013 outlook
EBITDA1 euro92bn ndash euro98bn (confirmed)
Underlying net income1 euro22bn ndash euro26bn (confirmed)
Underlying EPS12 115 ndash 135 (confirmed)
Dividend payout ratio3 50 ndash 60
Q1 2013 FY 2012
bull EBITDA1 euro36bn (-5) euro108bn (+16)
bull Underlying net income1 euro14bn (-16) euro42bn (+67)
bull Operating cash flow euro16bn (+263) euro88bn (+33)
bull Economic net debt -euro316bn -euro359bn
12
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Liquidity and maturity profile
Maturity profile (as of Q1 2013)1
1 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
Flexible funding options Debt issuance
program
euro35bn
EUR-CP
program
euro10bn
USD-CP
program
$10bn
Revolving
credit facility
euro6bn
Upcoming debt maturities easily manageable via
existing liquidity sources
Long-term and well-balanced debt maturity profile
Effective duration of financial liabilities 7 years
Liquidity
Sources
2013 2014 2015
Revolving credit
facility (undrawn)
Liquid funds amp
non-current
securities
Bond and
promissory notes
maturities
Liquidity and financial flexibility (as of Q1 2013)
No bond issuance since mid 2009
EON continues to benefit from strong liquidity and a well-balanced
and long-term maturity profile
17 34
15
60
43
107
euro bn
13
Financial policy
Debt Factor continues to be EONrsquos key ratio for
steering its capital structure
Mid-term Debt Factor target of lt30x remains
unchanged (after having tightened the target twice)
EON to become free cash flow positive is a key priority
Strict capital management remains a key priority as
Debt Factor currently exceeds thresholds
Capital
structure
management
Dividend
policy
Planned dividend payouts solely based on payout
ratio of 50 - 60 to secure sustainable and attractive
remuneration for shareholders
Lower absolute levels will have positive impact on
key rating ratios (eg Moodyrsquos RCF)
Debt Factor target below 30x remains the cornerstone of EONrsquos financial policy
onwards
Average payout
2010-2012
58
Debt Factor
Mid-term
target lt30x
14
Overview sector ratings Positive
AA- Aa3
Negative
Positive
A+ A1
Negative
Positive
A A2
Negative
Positive
A- A3
Negative
Positive
BBB+ Baa1
Negative
Positive
BBB Baa2
Negative
EDF GSZ EON EnBW RWE Enel Iberdrola
EONrsquos rating has benefited from delivery on structural counter-measures
and remains well-positioned
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
15
Conclusion
EON has continuously delivered on its strategy via
a highly successful portfolio streamlining
substantially improving efficiency
successful expansion in profitable growth areas
using less capital and creating more value
EON will continue its transformation by
restructuring its businesses in depressed European markets
pursuing selected growth in renewables distributed energy and outside Europe
benefiting from networks as a key stabilizer
Debt-holder interest remains a key part of EONrsquos financial policy given
a track record in reducing debt
strict capex discipline alongside significant dividend adjustments
the target to become free cashflow positive by 2015 at latest
Business
profile
Financial
profile
EON has the power to face the industryrsquos game changers and expedite its transformation while reaching a conservative leverage target
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
3
Reduce and prioritize capex
Discretionary capex targeted at transformation
Maintenance capex
Necessary to maintain existing assets in operation
Largely stable
Distribution networks
Necessary to keep license to operate
Inflexible to significantly reduce capex would have to exit
business altogether
Discretionary capex
By 2015 almost completely allocated to priority growth areas
renewables distributed energy outside Europe
Progressive transformation of portfolio
Seeds for long-term growth
Strict enforcement of higher hurdle rates
Key observations
Dis
cre
tion
ary
ca
pex
Planned capex by type
Hu
rdle
ra
te a
bo
ve
co
st
of
ca
pit
al (
)
Upward revision from
CMD communication
due to TurkeyBrazil
transactions
4
Objectives
Establish performance culture
Improve and accelerate decision-making
Targets
Target of reducing controllable costs to euro83bn in 2015
Cost reductions also to compensate for cost inflation
Personnel reduction of ~11000 FTEs
Efficiency amp restructuring
Business-as-usual is not an option
-02 -06
-05
EON 20
Midstream gas
Reorganization of Global Gas and Trading sales
activities transferred to regional units supply and
optimization activities merged into ldquoEON Global
Commoditiesrdquo
Gas supply portfolio substantially de-risked and further
progress to be expected
Focus on businesses where EON can add value ~euro8bn
of disposals
Conventional generation
Streamlining of overhead functions
Bundling of generation functions in Hanover
Drastic reduction of hierarchical layers and simplification
of legal structures
Complete moratorium on conventional new-builds until
improvement of market design
Reduction of capex to maintenance levels
Decommissioning until 2015 ~30 units ~11GW of
capacity
Restructuring of European commodity businesses
5
Collect ~euro20bn of disposal proceeds
Gazprom euro34bn
Central Networks euro48bn
Open Grid Europe euro29bn
50 of Horizon euro04bn
EON Rete euro03bn
HSE Shares euro03bn
Other transactions euro14bn
Closed transactions per end 2012 euro135bn
50 of 3 US wind farms
EON Energy from Waste
43 EON Thuumlringer Energie
25 in SPP
44 in JMP
Other transactions
Closed transactions in Q1 2013 euro35bn
EON Foumlldgaacutez Trade amp Storage
10 EON Thuumlringer Energie
Signed and expected to close in H2 ~euro10bn
EON Westfalen Weser
EON Mitte
Urenco
Planned and not signed gteuro2bn
euro170bn of disposal proceeds already materialized
(expected total ~euro20bn)
Disposal proceeds EBITDA effect of disposals in 2013 and 2014 (eurobn)
Open Grid Europe
Bulgaria
HSEHEAG
Horizon
Energy from Waste
EON Thuumlringer
Energie
SPP
JMP
US Wind farms
EFT amp EFS
EON Westfalen
Weser
EON Mitte
Urenco
Disposal impact 2014
Disposal impact 2013
Disposal proceeds illustrate the Economic Net Debt impact
6
Speed up capital rotation
Free up capital to further develop pipeline (aim to recycle
at least euro300m pa)
Offer continued world-class OampM services
Important unique selling points
Expertise in development and construction unique
offshore experience with pioneering advantage
Wind fleet approach and OampM strategy
Further opportunities in EON group context
Biomass conversion
Leverage know how for outside Europe markets
Monetize important pipeline and unique skills in renewables
Well-established track record in distributed energy
Priority areas Renewables and Distributed Energy
Renewables
Total attributable capacity by technology (GW)
Focus of activities on district heating and industrial CHP
Higher capex level from 2013 onwards (~50 step-up)
Most important regions Sweden Germany UK and NL
Sweden 2nd biggest market player in integrated heat
business (13 market share) with ~50 district heating
networks
Germany ~4000 distributed energy assets with
installed capacity of 51GW heat and 12GW power
Sizeable mainly long-term contracted business
Trustful relationships with numerous European
municipalities
EON and METRO recently announced partnership
Distributed energy
Distributed energy EBIT(DA) 2010-2012 (eurobn)
7
EON owns 50 after close of swap with Verbund
Focus on execution of projects under construction
Aiming for 75-8GW generation capacity by 2020
Complete acquisitions of Ayedas and Toroslar
distribution companies
EON will own 36 after close of transactions
New structure provides MPX with greater efficiency and
the backing of two strong partners (EBX and EON)
2 GW will be online by the end of 2013 creating a
relevant operating platform
Capital increase of R$ 12 bn gives a strong financial
footing enabling MPX to fully exploit its attractive pipeline
Diversified high quality pipeline ready for 2013 auctions
Priority area Outside Europe
Turkey Enerjisa Brazil MPX
Disciplined growth in fundamentally attractive markets
23
Ankara
Istanbul
H
H H H H
H
H
H H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under
construction
Under
development
Ge
ne
rati
on
cap
ac
ity
GW
Başkent Ayedas
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
Toroslar
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
Solar
Wind
Lignite
Gas
Hydro
Operation
Construction
Development
8
Distribution contributes roughly 30 of EONlsquos total
group EBITDA
Adjusted for disposals the EBITDA contribution of
the segment has been very robust amid turbulent
times
Due to its regulated nature distribution is only
temporarily exposed to volume risks resulting from
the weak general economy
No commodity price exposure
Exposed to regulatory risk (notably Hungary and
Spain) but broad geographical footprint (7 countries
with different regulatory regimes) provides certain
hedge for regulatory reviews next regulatory
milestone German power distribution in 2014
EONlsquos business backbone
Robust earnings base and potential enabler for new business models
Excluding
contribution of
Central
Networks EON
Rete (both sold
in 2011) and
EON Bulgaria
(sold in 2012)
In general RABs in different
regulatory regimes are not
directly comparable due to
significant methodical
differences
In Sweden for example
RAB is based on
replacement value of all
physically existing assets
irrespective of the actual
age of the assets
20112012 Regulated asset base1 (eurobn)
Distribution networks as portfolio stabilizer
eurobn
Pro forma EBITDA
Germany ~13
Sweden ~88
Spain NA2
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~063
1 2012 for Sweden and Slovakia Exchange rates as of 25 Jan 2013
2 System based on indexed regulatory revenue allowance
3 RAB for 100 of ZSE (EON-share 49)
9
Mid-term portfolio target
Regional Units
Networks to remain stabilizer of portfolio stable or
slightly growing earnings and positive free cash flow
generation
Forge customer-based business models around
distributed energies
Renewables amp Non-EU countries
Earnings to compensate for declining businesses
Required to move into positive free cash flow
territory and to become self-supporting
European commodity businesses
Not counting on recovery of European markets
Restructure businesses and push for more
sustainable market design
Prepare for cash-out from decommissioning
Key drivers
Ensure positive free cash flows and sustainable earnings prospects
Free cash flow generation
Ea
rnin
gs p
rosp
ec
ts
+ -
-
+
Networks EampP
Fossil
Rus-
sia
ECR1
Sales
Hydro
Nuclear
EGC1
DE1
Brazil
Turkey
Bubble sizes represents
EBITDA contribution
1 RES = EON Climate amp Renewables DE = Distributed energy
EGC = EON Global Commodities
10
Financial update
Strategic and operating update
Agenda
11
FY 2012
Q1 2013
financial
highlights
FY 2013
outlook
1 Adjusted for extraordinary effects 2 Based on number of shares outstanding (1907 billion) 3 As percentage of underlying net income
Solid performance during FY2012 and Q1 2013
Outlook 2013 recently confirmed
Recent financial highlights and 2013 outlook
EBITDA1 euro92bn ndash euro98bn (confirmed)
Underlying net income1 euro22bn ndash euro26bn (confirmed)
Underlying EPS12 115 ndash 135 (confirmed)
Dividend payout ratio3 50 ndash 60
Q1 2013 FY 2012
bull EBITDA1 euro36bn (-5) euro108bn (+16)
bull Underlying net income1 euro14bn (-16) euro42bn (+67)
bull Operating cash flow euro16bn (+263) euro88bn (+33)
bull Economic net debt -euro316bn -euro359bn
12
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Liquidity and maturity profile
Maturity profile (as of Q1 2013)1
1 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
Flexible funding options Debt issuance
program
euro35bn
EUR-CP
program
euro10bn
USD-CP
program
$10bn
Revolving
credit facility
euro6bn
Upcoming debt maturities easily manageable via
existing liquidity sources
Long-term and well-balanced debt maturity profile
Effective duration of financial liabilities 7 years
Liquidity
Sources
2013 2014 2015
Revolving credit
facility (undrawn)
Liquid funds amp
non-current
securities
Bond and
promissory notes
maturities
Liquidity and financial flexibility (as of Q1 2013)
No bond issuance since mid 2009
EON continues to benefit from strong liquidity and a well-balanced
and long-term maturity profile
17 34
15
60
43
107
euro bn
13
Financial policy
Debt Factor continues to be EONrsquos key ratio for
steering its capital structure
Mid-term Debt Factor target of lt30x remains
unchanged (after having tightened the target twice)
EON to become free cash flow positive is a key priority
Strict capital management remains a key priority as
Debt Factor currently exceeds thresholds
Capital
structure
management
Dividend
policy
Planned dividend payouts solely based on payout
ratio of 50 - 60 to secure sustainable and attractive
remuneration for shareholders
Lower absolute levels will have positive impact on
key rating ratios (eg Moodyrsquos RCF)
Debt Factor target below 30x remains the cornerstone of EONrsquos financial policy
onwards
Average payout
2010-2012
58
Debt Factor
Mid-term
target lt30x
14
Overview sector ratings Positive
AA- Aa3
Negative
Positive
A+ A1
Negative
Positive
A A2
Negative
Positive
A- A3
Negative
Positive
BBB+ Baa1
Negative
Positive
BBB Baa2
Negative
EDF GSZ EON EnBW RWE Enel Iberdrola
EONrsquos rating has benefited from delivery on structural counter-measures
and remains well-positioned
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
15
Conclusion
EON has continuously delivered on its strategy via
a highly successful portfolio streamlining
substantially improving efficiency
successful expansion in profitable growth areas
using less capital and creating more value
EON will continue its transformation by
restructuring its businesses in depressed European markets
pursuing selected growth in renewables distributed energy and outside Europe
benefiting from networks as a key stabilizer
Debt-holder interest remains a key part of EONrsquos financial policy given
a track record in reducing debt
strict capex discipline alongside significant dividend adjustments
the target to become free cashflow positive by 2015 at latest
Business
profile
Financial
profile
EON has the power to face the industryrsquos game changers and expedite its transformation while reaching a conservative leverage target
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
4
Objectives
Establish performance culture
Improve and accelerate decision-making
Targets
Target of reducing controllable costs to euro83bn in 2015
Cost reductions also to compensate for cost inflation
Personnel reduction of ~11000 FTEs
Efficiency amp restructuring
Business-as-usual is not an option
-02 -06
-05
EON 20
Midstream gas
Reorganization of Global Gas and Trading sales
activities transferred to regional units supply and
optimization activities merged into ldquoEON Global
Commoditiesrdquo
Gas supply portfolio substantially de-risked and further
progress to be expected
Focus on businesses where EON can add value ~euro8bn
of disposals
Conventional generation
Streamlining of overhead functions
Bundling of generation functions in Hanover
Drastic reduction of hierarchical layers and simplification
of legal structures
Complete moratorium on conventional new-builds until
improvement of market design
Reduction of capex to maintenance levels
Decommissioning until 2015 ~30 units ~11GW of
capacity
Restructuring of European commodity businesses
5
Collect ~euro20bn of disposal proceeds
Gazprom euro34bn
Central Networks euro48bn
Open Grid Europe euro29bn
50 of Horizon euro04bn
EON Rete euro03bn
HSE Shares euro03bn
Other transactions euro14bn
Closed transactions per end 2012 euro135bn
50 of 3 US wind farms
EON Energy from Waste
43 EON Thuumlringer Energie
25 in SPP
44 in JMP
Other transactions
Closed transactions in Q1 2013 euro35bn
EON Foumlldgaacutez Trade amp Storage
10 EON Thuumlringer Energie
Signed and expected to close in H2 ~euro10bn
EON Westfalen Weser
EON Mitte
Urenco
Planned and not signed gteuro2bn
euro170bn of disposal proceeds already materialized
(expected total ~euro20bn)
Disposal proceeds EBITDA effect of disposals in 2013 and 2014 (eurobn)
Open Grid Europe
Bulgaria
HSEHEAG
Horizon
Energy from Waste
EON Thuumlringer
Energie
SPP
JMP
US Wind farms
EFT amp EFS
EON Westfalen
Weser
EON Mitte
Urenco
Disposal impact 2014
Disposal impact 2013
Disposal proceeds illustrate the Economic Net Debt impact
6
Speed up capital rotation
Free up capital to further develop pipeline (aim to recycle
at least euro300m pa)
Offer continued world-class OampM services
Important unique selling points
Expertise in development and construction unique
offshore experience with pioneering advantage
Wind fleet approach and OampM strategy
Further opportunities in EON group context
Biomass conversion
Leverage know how for outside Europe markets
Monetize important pipeline and unique skills in renewables
Well-established track record in distributed energy
Priority areas Renewables and Distributed Energy
Renewables
Total attributable capacity by technology (GW)
Focus of activities on district heating and industrial CHP
Higher capex level from 2013 onwards (~50 step-up)
Most important regions Sweden Germany UK and NL
Sweden 2nd biggest market player in integrated heat
business (13 market share) with ~50 district heating
networks
Germany ~4000 distributed energy assets with
installed capacity of 51GW heat and 12GW power
Sizeable mainly long-term contracted business
Trustful relationships with numerous European
municipalities
EON and METRO recently announced partnership
Distributed energy
Distributed energy EBIT(DA) 2010-2012 (eurobn)
7
EON owns 50 after close of swap with Verbund
Focus on execution of projects under construction
Aiming for 75-8GW generation capacity by 2020
Complete acquisitions of Ayedas and Toroslar
distribution companies
EON will own 36 after close of transactions
New structure provides MPX with greater efficiency and
the backing of two strong partners (EBX and EON)
2 GW will be online by the end of 2013 creating a
relevant operating platform
Capital increase of R$ 12 bn gives a strong financial
footing enabling MPX to fully exploit its attractive pipeline
Diversified high quality pipeline ready for 2013 auctions
Priority area Outside Europe
Turkey Enerjisa Brazil MPX
Disciplined growth in fundamentally attractive markets
23
Ankara
Istanbul
H
H H H H
H
H
H H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under
construction
Under
development
Ge
ne
rati
on
cap
ac
ity
GW
Başkent Ayedas
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
Toroslar
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
Solar
Wind
Lignite
Gas
Hydro
Operation
Construction
Development
8
Distribution contributes roughly 30 of EONlsquos total
group EBITDA
Adjusted for disposals the EBITDA contribution of
the segment has been very robust amid turbulent
times
Due to its regulated nature distribution is only
temporarily exposed to volume risks resulting from
the weak general economy
No commodity price exposure
Exposed to regulatory risk (notably Hungary and
Spain) but broad geographical footprint (7 countries
with different regulatory regimes) provides certain
hedge for regulatory reviews next regulatory
milestone German power distribution in 2014
EONlsquos business backbone
Robust earnings base and potential enabler for new business models
Excluding
contribution of
Central
Networks EON
Rete (both sold
in 2011) and
EON Bulgaria
(sold in 2012)
In general RABs in different
regulatory regimes are not
directly comparable due to
significant methodical
differences
In Sweden for example
RAB is based on
replacement value of all
physically existing assets
irrespective of the actual
age of the assets
20112012 Regulated asset base1 (eurobn)
Distribution networks as portfolio stabilizer
eurobn
Pro forma EBITDA
Germany ~13
Sweden ~88
Spain NA2
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~063
1 2012 for Sweden and Slovakia Exchange rates as of 25 Jan 2013
2 System based on indexed regulatory revenue allowance
3 RAB for 100 of ZSE (EON-share 49)
9
Mid-term portfolio target
Regional Units
Networks to remain stabilizer of portfolio stable or
slightly growing earnings and positive free cash flow
generation
Forge customer-based business models around
distributed energies
Renewables amp Non-EU countries
Earnings to compensate for declining businesses
Required to move into positive free cash flow
territory and to become self-supporting
European commodity businesses
Not counting on recovery of European markets
Restructure businesses and push for more
sustainable market design
Prepare for cash-out from decommissioning
Key drivers
Ensure positive free cash flows and sustainable earnings prospects
Free cash flow generation
Ea
rnin
gs p
rosp
ec
ts
+ -
-
+
Networks EampP
Fossil
Rus-
sia
ECR1
Sales
Hydro
Nuclear
EGC1
DE1
Brazil
Turkey
Bubble sizes represents
EBITDA contribution
1 RES = EON Climate amp Renewables DE = Distributed energy
EGC = EON Global Commodities
10
Financial update
Strategic and operating update
Agenda
11
FY 2012
Q1 2013
financial
highlights
FY 2013
outlook
1 Adjusted for extraordinary effects 2 Based on number of shares outstanding (1907 billion) 3 As percentage of underlying net income
Solid performance during FY2012 and Q1 2013
Outlook 2013 recently confirmed
Recent financial highlights and 2013 outlook
EBITDA1 euro92bn ndash euro98bn (confirmed)
Underlying net income1 euro22bn ndash euro26bn (confirmed)
Underlying EPS12 115 ndash 135 (confirmed)
Dividend payout ratio3 50 ndash 60
Q1 2013 FY 2012
bull EBITDA1 euro36bn (-5) euro108bn (+16)
bull Underlying net income1 euro14bn (-16) euro42bn (+67)
bull Operating cash flow euro16bn (+263) euro88bn (+33)
bull Economic net debt -euro316bn -euro359bn
12
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Liquidity and maturity profile
Maturity profile (as of Q1 2013)1
1 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
Flexible funding options Debt issuance
program
euro35bn
EUR-CP
program
euro10bn
USD-CP
program
$10bn
Revolving
credit facility
euro6bn
Upcoming debt maturities easily manageable via
existing liquidity sources
Long-term and well-balanced debt maturity profile
Effective duration of financial liabilities 7 years
Liquidity
Sources
2013 2014 2015
Revolving credit
facility (undrawn)
Liquid funds amp
non-current
securities
Bond and
promissory notes
maturities
Liquidity and financial flexibility (as of Q1 2013)
No bond issuance since mid 2009
EON continues to benefit from strong liquidity and a well-balanced
and long-term maturity profile
17 34
15
60
43
107
euro bn
13
Financial policy
Debt Factor continues to be EONrsquos key ratio for
steering its capital structure
Mid-term Debt Factor target of lt30x remains
unchanged (after having tightened the target twice)
EON to become free cash flow positive is a key priority
Strict capital management remains a key priority as
Debt Factor currently exceeds thresholds
Capital
structure
management
Dividend
policy
Planned dividend payouts solely based on payout
ratio of 50 - 60 to secure sustainable and attractive
remuneration for shareholders
Lower absolute levels will have positive impact on
key rating ratios (eg Moodyrsquos RCF)
Debt Factor target below 30x remains the cornerstone of EONrsquos financial policy
onwards
Average payout
2010-2012
58
Debt Factor
Mid-term
target lt30x
14
Overview sector ratings Positive
AA- Aa3
Negative
Positive
A+ A1
Negative
Positive
A A2
Negative
Positive
A- A3
Negative
Positive
BBB+ Baa1
Negative
Positive
BBB Baa2
Negative
EDF GSZ EON EnBW RWE Enel Iberdrola
EONrsquos rating has benefited from delivery on structural counter-measures
and remains well-positioned
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
15
Conclusion
EON has continuously delivered on its strategy via
a highly successful portfolio streamlining
substantially improving efficiency
successful expansion in profitable growth areas
using less capital and creating more value
EON will continue its transformation by
restructuring its businesses in depressed European markets
pursuing selected growth in renewables distributed energy and outside Europe
benefiting from networks as a key stabilizer
Debt-holder interest remains a key part of EONrsquos financial policy given
a track record in reducing debt
strict capex discipline alongside significant dividend adjustments
the target to become free cashflow positive by 2015 at latest
Business
profile
Financial
profile
EON has the power to face the industryrsquos game changers and expedite its transformation while reaching a conservative leverage target
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
5
Collect ~euro20bn of disposal proceeds
Gazprom euro34bn
Central Networks euro48bn
Open Grid Europe euro29bn
50 of Horizon euro04bn
EON Rete euro03bn
HSE Shares euro03bn
Other transactions euro14bn
Closed transactions per end 2012 euro135bn
50 of 3 US wind farms
EON Energy from Waste
43 EON Thuumlringer Energie
25 in SPP
44 in JMP
Other transactions
Closed transactions in Q1 2013 euro35bn
EON Foumlldgaacutez Trade amp Storage
10 EON Thuumlringer Energie
Signed and expected to close in H2 ~euro10bn
EON Westfalen Weser
EON Mitte
Urenco
Planned and not signed gteuro2bn
euro170bn of disposal proceeds already materialized
(expected total ~euro20bn)
Disposal proceeds EBITDA effect of disposals in 2013 and 2014 (eurobn)
Open Grid Europe
Bulgaria
HSEHEAG
Horizon
Energy from Waste
EON Thuumlringer
Energie
SPP
JMP
US Wind farms
EFT amp EFS
EON Westfalen
Weser
EON Mitte
Urenco
Disposal impact 2014
Disposal impact 2013
Disposal proceeds illustrate the Economic Net Debt impact
6
Speed up capital rotation
Free up capital to further develop pipeline (aim to recycle
at least euro300m pa)
Offer continued world-class OampM services
Important unique selling points
Expertise in development and construction unique
offshore experience with pioneering advantage
Wind fleet approach and OampM strategy
Further opportunities in EON group context
Biomass conversion
Leverage know how for outside Europe markets
Monetize important pipeline and unique skills in renewables
Well-established track record in distributed energy
Priority areas Renewables and Distributed Energy
Renewables
Total attributable capacity by technology (GW)
Focus of activities on district heating and industrial CHP
Higher capex level from 2013 onwards (~50 step-up)
Most important regions Sweden Germany UK and NL
Sweden 2nd biggest market player in integrated heat
business (13 market share) with ~50 district heating
networks
Germany ~4000 distributed energy assets with
installed capacity of 51GW heat and 12GW power
Sizeable mainly long-term contracted business
Trustful relationships with numerous European
municipalities
EON and METRO recently announced partnership
Distributed energy
Distributed energy EBIT(DA) 2010-2012 (eurobn)
7
EON owns 50 after close of swap with Verbund
Focus on execution of projects under construction
Aiming for 75-8GW generation capacity by 2020
Complete acquisitions of Ayedas and Toroslar
distribution companies
EON will own 36 after close of transactions
New structure provides MPX with greater efficiency and
the backing of two strong partners (EBX and EON)
2 GW will be online by the end of 2013 creating a
relevant operating platform
Capital increase of R$ 12 bn gives a strong financial
footing enabling MPX to fully exploit its attractive pipeline
Diversified high quality pipeline ready for 2013 auctions
Priority area Outside Europe
Turkey Enerjisa Brazil MPX
Disciplined growth in fundamentally attractive markets
23
Ankara
Istanbul
H
H H H H
H
H
H H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under
construction
Under
development
Ge
ne
rati
on
cap
ac
ity
GW
Başkent Ayedas
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
Toroslar
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
Solar
Wind
Lignite
Gas
Hydro
Operation
Construction
Development
8
Distribution contributes roughly 30 of EONlsquos total
group EBITDA
Adjusted for disposals the EBITDA contribution of
the segment has been very robust amid turbulent
times
Due to its regulated nature distribution is only
temporarily exposed to volume risks resulting from
the weak general economy
No commodity price exposure
Exposed to regulatory risk (notably Hungary and
Spain) but broad geographical footprint (7 countries
with different regulatory regimes) provides certain
hedge for regulatory reviews next regulatory
milestone German power distribution in 2014
EONlsquos business backbone
Robust earnings base and potential enabler for new business models
Excluding
contribution of
Central
Networks EON
Rete (both sold
in 2011) and
EON Bulgaria
(sold in 2012)
In general RABs in different
regulatory regimes are not
directly comparable due to
significant methodical
differences
In Sweden for example
RAB is based on
replacement value of all
physically existing assets
irrespective of the actual
age of the assets
20112012 Regulated asset base1 (eurobn)
Distribution networks as portfolio stabilizer
eurobn
Pro forma EBITDA
Germany ~13
Sweden ~88
Spain NA2
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~063
1 2012 for Sweden and Slovakia Exchange rates as of 25 Jan 2013
2 System based on indexed regulatory revenue allowance
3 RAB for 100 of ZSE (EON-share 49)
9
Mid-term portfolio target
Regional Units
Networks to remain stabilizer of portfolio stable or
slightly growing earnings and positive free cash flow
generation
Forge customer-based business models around
distributed energies
Renewables amp Non-EU countries
Earnings to compensate for declining businesses
Required to move into positive free cash flow
territory and to become self-supporting
European commodity businesses
Not counting on recovery of European markets
Restructure businesses and push for more
sustainable market design
Prepare for cash-out from decommissioning
Key drivers
Ensure positive free cash flows and sustainable earnings prospects
Free cash flow generation
Ea
rnin
gs p
rosp
ec
ts
+ -
-
+
Networks EampP
Fossil
Rus-
sia
ECR1
Sales
Hydro
Nuclear
EGC1
DE1
Brazil
Turkey
Bubble sizes represents
EBITDA contribution
1 RES = EON Climate amp Renewables DE = Distributed energy
EGC = EON Global Commodities
10
Financial update
Strategic and operating update
Agenda
11
FY 2012
Q1 2013
financial
highlights
FY 2013
outlook
1 Adjusted for extraordinary effects 2 Based on number of shares outstanding (1907 billion) 3 As percentage of underlying net income
Solid performance during FY2012 and Q1 2013
Outlook 2013 recently confirmed
Recent financial highlights and 2013 outlook
EBITDA1 euro92bn ndash euro98bn (confirmed)
Underlying net income1 euro22bn ndash euro26bn (confirmed)
Underlying EPS12 115 ndash 135 (confirmed)
Dividend payout ratio3 50 ndash 60
Q1 2013 FY 2012
bull EBITDA1 euro36bn (-5) euro108bn (+16)
bull Underlying net income1 euro14bn (-16) euro42bn (+67)
bull Operating cash flow euro16bn (+263) euro88bn (+33)
bull Economic net debt -euro316bn -euro359bn
12
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Liquidity and maturity profile
Maturity profile (as of Q1 2013)1
1 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
Flexible funding options Debt issuance
program
euro35bn
EUR-CP
program
euro10bn
USD-CP
program
$10bn
Revolving
credit facility
euro6bn
Upcoming debt maturities easily manageable via
existing liquidity sources
Long-term and well-balanced debt maturity profile
Effective duration of financial liabilities 7 years
Liquidity
Sources
2013 2014 2015
Revolving credit
facility (undrawn)
Liquid funds amp
non-current
securities
Bond and
promissory notes
maturities
Liquidity and financial flexibility (as of Q1 2013)
No bond issuance since mid 2009
EON continues to benefit from strong liquidity and a well-balanced
and long-term maturity profile
17 34
15
60
43
107
euro bn
13
Financial policy
Debt Factor continues to be EONrsquos key ratio for
steering its capital structure
Mid-term Debt Factor target of lt30x remains
unchanged (after having tightened the target twice)
EON to become free cash flow positive is a key priority
Strict capital management remains a key priority as
Debt Factor currently exceeds thresholds
Capital
structure
management
Dividend
policy
Planned dividend payouts solely based on payout
ratio of 50 - 60 to secure sustainable and attractive
remuneration for shareholders
Lower absolute levels will have positive impact on
key rating ratios (eg Moodyrsquos RCF)
Debt Factor target below 30x remains the cornerstone of EONrsquos financial policy
onwards
Average payout
2010-2012
58
Debt Factor
Mid-term
target lt30x
14
Overview sector ratings Positive
AA- Aa3
Negative
Positive
A+ A1
Negative
Positive
A A2
Negative
Positive
A- A3
Negative
Positive
BBB+ Baa1
Negative
Positive
BBB Baa2
Negative
EDF GSZ EON EnBW RWE Enel Iberdrola
EONrsquos rating has benefited from delivery on structural counter-measures
and remains well-positioned
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
15
Conclusion
EON has continuously delivered on its strategy via
a highly successful portfolio streamlining
substantially improving efficiency
successful expansion in profitable growth areas
using less capital and creating more value
EON will continue its transformation by
restructuring its businesses in depressed European markets
pursuing selected growth in renewables distributed energy and outside Europe
benefiting from networks as a key stabilizer
Debt-holder interest remains a key part of EONrsquos financial policy given
a track record in reducing debt
strict capex discipline alongside significant dividend adjustments
the target to become free cashflow positive by 2015 at latest
Business
profile
Financial
profile
EON has the power to face the industryrsquos game changers and expedite its transformation while reaching a conservative leverage target
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
6
Speed up capital rotation
Free up capital to further develop pipeline (aim to recycle
at least euro300m pa)
Offer continued world-class OampM services
Important unique selling points
Expertise in development and construction unique
offshore experience with pioneering advantage
Wind fleet approach and OampM strategy
Further opportunities in EON group context
Biomass conversion
Leverage know how for outside Europe markets
Monetize important pipeline and unique skills in renewables
Well-established track record in distributed energy
Priority areas Renewables and Distributed Energy
Renewables
Total attributable capacity by technology (GW)
Focus of activities on district heating and industrial CHP
Higher capex level from 2013 onwards (~50 step-up)
Most important regions Sweden Germany UK and NL
Sweden 2nd biggest market player in integrated heat
business (13 market share) with ~50 district heating
networks
Germany ~4000 distributed energy assets with
installed capacity of 51GW heat and 12GW power
Sizeable mainly long-term contracted business
Trustful relationships with numerous European
municipalities
EON and METRO recently announced partnership
Distributed energy
Distributed energy EBIT(DA) 2010-2012 (eurobn)
7
EON owns 50 after close of swap with Verbund
Focus on execution of projects under construction
Aiming for 75-8GW generation capacity by 2020
Complete acquisitions of Ayedas and Toroslar
distribution companies
EON will own 36 after close of transactions
New structure provides MPX with greater efficiency and
the backing of two strong partners (EBX and EON)
2 GW will be online by the end of 2013 creating a
relevant operating platform
Capital increase of R$ 12 bn gives a strong financial
footing enabling MPX to fully exploit its attractive pipeline
Diversified high quality pipeline ready for 2013 auctions
Priority area Outside Europe
Turkey Enerjisa Brazil MPX
Disciplined growth in fundamentally attractive markets
23
Ankara
Istanbul
H
H H H H
H
H
H H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under
construction
Under
development
Ge
ne
rati
on
cap
ac
ity
GW
Başkent Ayedas
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
Toroslar
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
Solar
Wind
Lignite
Gas
Hydro
Operation
Construction
Development
8
Distribution contributes roughly 30 of EONlsquos total
group EBITDA
Adjusted for disposals the EBITDA contribution of
the segment has been very robust amid turbulent
times
Due to its regulated nature distribution is only
temporarily exposed to volume risks resulting from
the weak general economy
No commodity price exposure
Exposed to regulatory risk (notably Hungary and
Spain) but broad geographical footprint (7 countries
with different regulatory regimes) provides certain
hedge for regulatory reviews next regulatory
milestone German power distribution in 2014
EONlsquos business backbone
Robust earnings base and potential enabler for new business models
Excluding
contribution of
Central
Networks EON
Rete (both sold
in 2011) and
EON Bulgaria
(sold in 2012)
In general RABs in different
regulatory regimes are not
directly comparable due to
significant methodical
differences
In Sweden for example
RAB is based on
replacement value of all
physically existing assets
irrespective of the actual
age of the assets
20112012 Regulated asset base1 (eurobn)
Distribution networks as portfolio stabilizer
eurobn
Pro forma EBITDA
Germany ~13
Sweden ~88
Spain NA2
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~063
1 2012 for Sweden and Slovakia Exchange rates as of 25 Jan 2013
2 System based on indexed regulatory revenue allowance
3 RAB for 100 of ZSE (EON-share 49)
9
Mid-term portfolio target
Regional Units
Networks to remain stabilizer of portfolio stable or
slightly growing earnings and positive free cash flow
generation
Forge customer-based business models around
distributed energies
Renewables amp Non-EU countries
Earnings to compensate for declining businesses
Required to move into positive free cash flow
territory and to become self-supporting
European commodity businesses
Not counting on recovery of European markets
Restructure businesses and push for more
sustainable market design
Prepare for cash-out from decommissioning
Key drivers
Ensure positive free cash flows and sustainable earnings prospects
Free cash flow generation
Ea
rnin
gs p
rosp
ec
ts
+ -
-
+
Networks EampP
Fossil
Rus-
sia
ECR1
Sales
Hydro
Nuclear
EGC1
DE1
Brazil
Turkey
Bubble sizes represents
EBITDA contribution
1 RES = EON Climate amp Renewables DE = Distributed energy
EGC = EON Global Commodities
10
Financial update
Strategic and operating update
Agenda
11
FY 2012
Q1 2013
financial
highlights
FY 2013
outlook
1 Adjusted for extraordinary effects 2 Based on number of shares outstanding (1907 billion) 3 As percentage of underlying net income
Solid performance during FY2012 and Q1 2013
Outlook 2013 recently confirmed
Recent financial highlights and 2013 outlook
EBITDA1 euro92bn ndash euro98bn (confirmed)
Underlying net income1 euro22bn ndash euro26bn (confirmed)
Underlying EPS12 115 ndash 135 (confirmed)
Dividend payout ratio3 50 ndash 60
Q1 2013 FY 2012
bull EBITDA1 euro36bn (-5) euro108bn (+16)
bull Underlying net income1 euro14bn (-16) euro42bn (+67)
bull Operating cash flow euro16bn (+263) euro88bn (+33)
bull Economic net debt -euro316bn -euro359bn
12
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Liquidity and maturity profile
Maturity profile (as of Q1 2013)1
1 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
Flexible funding options Debt issuance
program
euro35bn
EUR-CP
program
euro10bn
USD-CP
program
$10bn
Revolving
credit facility
euro6bn
Upcoming debt maturities easily manageable via
existing liquidity sources
Long-term and well-balanced debt maturity profile
Effective duration of financial liabilities 7 years
Liquidity
Sources
2013 2014 2015
Revolving credit
facility (undrawn)
Liquid funds amp
non-current
securities
Bond and
promissory notes
maturities
Liquidity and financial flexibility (as of Q1 2013)
No bond issuance since mid 2009
EON continues to benefit from strong liquidity and a well-balanced
and long-term maturity profile
17 34
15
60
43
107
euro bn
13
Financial policy
Debt Factor continues to be EONrsquos key ratio for
steering its capital structure
Mid-term Debt Factor target of lt30x remains
unchanged (after having tightened the target twice)
EON to become free cash flow positive is a key priority
Strict capital management remains a key priority as
Debt Factor currently exceeds thresholds
Capital
structure
management
Dividend
policy
Planned dividend payouts solely based on payout
ratio of 50 - 60 to secure sustainable and attractive
remuneration for shareholders
Lower absolute levels will have positive impact on
key rating ratios (eg Moodyrsquos RCF)
Debt Factor target below 30x remains the cornerstone of EONrsquos financial policy
onwards
Average payout
2010-2012
58
Debt Factor
Mid-term
target lt30x
14
Overview sector ratings Positive
AA- Aa3
Negative
Positive
A+ A1
Negative
Positive
A A2
Negative
Positive
A- A3
Negative
Positive
BBB+ Baa1
Negative
Positive
BBB Baa2
Negative
EDF GSZ EON EnBW RWE Enel Iberdrola
EONrsquos rating has benefited from delivery on structural counter-measures
and remains well-positioned
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
15
Conclusion
EON has continuously delivered on its strategy via
a highly successful portfolio streamlining
substantially improving efficiency
successful expansion in profitable growth areas
using less capital and creating more value
EON will continue its transformation by
restructuring its businesses in depressed European markets
pursuing selected growth in renewables distributed energy and outside Europe
benefiting from networks as a key stabilizer
Debt-holder interest remains a key part of EONrsquos financial policy given
a track record in reducing debt
strict capex discipline alongside significant dividend adjustments
the target to become free cashflow positive by 2015 at latest
Business
profile
Financial
profile
EON has the power to face the industryrsquos game changers and expedite its transformation while reaching a conservative leverage target
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
7
EON owns 50 after close of swap with Verbund
Focus on execution of projects under construction
Aiming for 75-8GW generation capacity by 2020
Complete acquisitions of Ayedas and Toroslar
distribution companies
EON will own 36 after close of transactions
New structure provides MPX with greater efficiency and
the backing of two strong partners (EBX and EON)
2 GW will be online by the end of 2013 creating a
relevant operating platform
Capital increase of R$ 12 bn gives a strong financial
footing enabling MPX to fully exploit its attractive pipeline
Diversified high quality pipeline ready for 2013 auctions
Priority area Outside Europe
Turkey Enerjisa Brazil MPX
Disciplined growth in fundamentally attractive markets
23
Ankara
Istanbul
H
H H H H
H
H
H H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under
construction
Under
development
Ge
ne
rati
on
cap
ac
ity
GW
Başkent Ayedas
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
Toroslar
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
Solar
Wind
Lignite
Gas
Hydro
Operation
Construction
Development
8
Distribution contributes roughly 30 of EONlsquos total
group EBITDA
Adjusted for disposals the EBITDA contribution of
the segment has been very robust amid turbulent
times
Due to its regulated nature distribution is only
temporarily exposed to volume risks resulting from
the weak general economy
No commodity price exposure
Exposed to regulatory risk (notably Hungary and
Spain) but broad geographical footprint (7 countries
with different regulatory regimes) provides certain
hedge for regulatory reviews next regulatory
milestone German power distribution in 2014
EONlsquos business backbone
Robust earnings base and potential enabler for new business models
Excluding
contribution of
Central
Networks EON
Rete (both sold
in 2011) and
EON Bulgaria
(sold in 2012)
In general RABs in different
regulatory regimes are not
directly comparable due to
significant methodical
differences
In Sweden for example
RAB is based on
replacement value of all
physically existing assets
irrespective of the actual
age of the assets
20112012 Regulated asset base1 (eurobn)
Distribution networks as portfolio stabilizer
eurobn
Pro forma EBITDA
Germany ~13
Sweden ~88
Spain NA2
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~063
1 2012 for Sweden and Slovakia Exchange rates as of 25 Jan 2013
2 System based on indexed regulatory revenue allowance
3 RAB for 100 of ZSE (EON-share 49)
9
Mid-term portfolio target
Regional Units
Networks to remain stabilizer of portfolio stable or
slightly growing earnings and positive free cash flow
generation
Forge customer-based business models around
distributed energies
Renewables amp Non-EU countries
Earnings to compensate for declining businesses
Required to move into positive free cash flow
territory and to become self-supporting
European commodity businesses
Not counting on recovery of European markets
Restructure businesses and push for more
sustainable market design
Prepare for cash-out from decommissioning
Key drivers
Ensure positive free cash flows and sustainable earnings prospects
Free cash flow generation
Ea
rnin
gs p
rosp
ec
ts
+ -
-
+
Networks EampP
Fossil
Rus-
sia
ECR1
Sales
Hydro
Nuclear
EGC1
DE1
Brazil
Turkey
Bubble sizes represents
EBITDA contribution
1 RES = EON Climate amp Renewables DE = Distributed energy
EGC = EON Global Commodities
10
Financial update
Strategic and operating update
Agenda
11
FY 2012
Q1 2013
financial
highlights
FY 2013
outlook
1 Adjusted for extraordinary effects 2 Based on number of shares outstanding (1907 billion) 3 As percentage of underlying net income
Solid performance during FY2012 and Q1 2013
Outlook 2013 recently confirmed
Recent financial highlights and 2013 outlook
EBITDA1 euro92bn ndash euro98bn (confirmed)
Underlying net income1 euro22bn ndash euro26bn (confirmed)
Underlying EPS12 115 ndash 135 (confirmed)
Dividend payout ratio3 50 ndash 60
Q1 2013 FY 2012
bull EBITDA1 euro36bn (-5) euro108bn (+16)
bull Underlying net income1 euro14bn (-16) euro42bn (+67)
bull Operating cash flow euro16bn (+263) euro88bn (+33)
bull Economic net debt -euro316bn -euro359bn
12
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Liquidity and maturity profile
Maturity profile (as of Q1 2013)1
1 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
Flexible funding options Debt issuance
program
euro35bn
EUR-CP
program
euro10bn
USD-CP
program
$10bn
Revolving
credit facility
euro6bn
Upcoming debt maturities easily manageable via
existing liquidity sources
Long-term and well-balanced debt maturity profile
Effective duration of financial liabilities 7 years
Liquidity
Sources
2013 2014 2015
Revolving credit
facility (undrawn)
Liquid funds amp
non-current
securities
Bond and
promissory notes
maturities
Liquidity and financial flexibility (as of Q1 2013)
No bond issuance since mid 2009
EON continues to benefit from strong liquidity and a well-balanced
and long-term maturity profile
17 34
15
60
43
107
euro bn
13
Financial policy
Debt Factor continues to be EONrsquos key ratio for
steering its capital structure
Mid-term Debt Factor target of lt30x remains
unchanged (after having tightened the target twice)
EON to become free cash flow positive is a key priority
Strict capital management remains a key priority as
Debt Factor currently exceeds thresholds
Capital
structure
management
Dividend
policy
Planned dividend payouts solely based on payout
ratio of 50 - 60 to secure sustainable and attractive
remuneration for shareholders
Lower absolute levels will have positive impact on
key rating ratios (eg Moodyrsquos RCF)
Debt Factor target below 30x remains the cornerstone of EONrsquos financial policy
onwards
Average payout
2010-2012
58
Debt Factor
Mid-term
target lt30x
14
Overview sector ratings Positive
AA- Aa3
Negative
Positive
A+ A1
Negative
Positive
A A2
Negative
Positive
A- A3
Negative
Positive
BBB+ Baa1
Negative
Positive
BBB Baa2
Negative
EDF GSZ EON EnBW RWE Enel Iberdrola
EONrsquos rating has benefited from delivery on structural counter-measures
and remains well-positioned
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
15
Conclusion
EON has continuously delivered on its strategy via
a highly successful portfolio streamlining
substantially improving efficiency
successful expansion in profitable growth areas
using less capital and creating more value
EON will continue its transformation by
restructuring its businesses in depressed European markets
pursuing selected growth in renewables distributed energy and outside Europe
benefiting from networks as a key stabilizer
Debt-holder interest remains a key part of EONrsquos financial policy given
a track record in reducing debt
strict capex discipline alongside significant dividend adjustments
the target to become free cashflow positive by 2015 at latest
Business
profile
Financial
profile
EON has the power to face the industryrsquos game changers and expedite its transformation while reaching a conservative leverage target
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
8
Distribution contributes roughly 30 of EONlsquos total
group EBITDA
Adjusted for disposals the EBITDA contribution of
the segment has been very robust amid turbulent
times
Due to its regulated nature distribution is only
temporarily exposed to volume risks resulting from
the weak general economy
No commodity price exposure
Exposed to regulatory risk (notably Hungary and
Spain) but broad geographical footprint (7 countries
with different regulatory regimes) provides certain
hedge for regulatory reviews next regulatory
milestone German power distribution in 2014
EONlsquos business backbone
Robust earnings base and potential enabler for new business models
Excluding
contribution of
Central
Networks EON
Rete (both sold
in 2011) and
EON Bulgaria
(sold in 2012)
In general RABs in different
regulatory regimes are not
directly comparable due to
significant methodical
differences
In Sweden for example
RAB is based on
replacement value of all
physically existing assets
irrespective of the actual
age of the assets
20112012 Regulated asset base1 (eurobn)
Distribution networks as portfolio stabilizer
eurobn
Pro forma EBITDA
Germany ~13
Sweden ~88
Spain NA2
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~063
1 2012 for Sweden and Slovakia Exchange rates as of 25 Jan 2013
2 System based on indexed regulatory revenue allowance
3 RAB for 100 of ZSE (EON-share 49)
9
Mid-term portfolio target
Regional Units
Networks to remain stabilizer of portfolio stable or
slightly growing earnings and positive free cash flow
generation
Forge customer-based business models around
distributed energies
Renewables amp Non-EU countries
Earnings to compensate for declining businesses
Required to move into positive free cash flow
territory and to become self-supporting
European commodity businesses
Not counting on recovery of European markets
Restructure businesses and push for more
sustainable market design
Prepare for cash-out from decommissioning
Key drivers
Ensure positive free cash flows and sustainable earnings prospects
Free cash flow generation
Ea
rnin
gs p
rosp
ec
ts
+ -
-
+
Networks EampP
Fossil
Rus-
sia
ECR1
Sales
Hydro
Nuclear
EGC1
DE1
Brazil
Turkey
Bubble sizes represents
EBITDA contribution
1 RES = EON Climate amp Renewables DE = Distributed energy
EGC = EON Global Commodities
10
Financial update
Strategic and operating update
Agenda
11
FY 2012
Q1 2013
financial
highlights
FY 2013
outlook
1 Adjusted for extraordinary effects 2 Based on number of shares outstanding (1907 billion) 3 As percentage of underlying net income
Solid performance during FY2012 and Q1 2013
Outlook 2013 recently confirmed
Recent financial highlights and 2013 outlook
EBITDA1 euro92bn ndash euro98bn (confirmed)
Underlying net income1 euro22bn ndash euro26bn (confirmed)
Underlying EPS12 115 ndash 135 (confirmed)
Dividend payout ratio3 50 ndash 60
Q1 2013 FY 2012
bull EBITDA1 euro36bn (-5) euro108bn (+16)
bull Underlying net income1 euro14bn (-16) euro42bn (+67)
bull Operating cash flow euro16bn (+263) euro88bn (+33)
bull Economic net debt -euro316bn -euro359bn
12
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Liquidity and maturity profile
Maturity profile (as of Q1 2013)1
1 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
Flexible funding options Debt issuance
program
euro35bn
EUR-CP
program
euro10bn
USD-CP
program
$10bn
Revolving
credit facility
euro6bn
Upcoming debt maturities easily manageable via
existing liquidity sources
Long-term and well-balanced debt maturity profile
Effective duration of financial liabilities 7 years
Liquidity
Sources
2013 2014 2015
Revolving credit
facility (undrawn)
Liquid funds amp
non-current
securities
Bond and
promissory notes
maturities
Liquidity and financial flexibility (as of Q1 2013)
No bond issuance since mid 2009
EON continues to benefit from strong liquidity and a well-balanced
and long-term maturity profile
17 34
15
60
43
107
euro bn
13
Financial policy
Debt Factor continues to be EONrsquos key ratio for
steering its capital structure
Mid-term Debt Factor target of lt30x remains
unchanged (after having tightened the target twice)
EON to become free cash flow positive is a key priority
Strict capital management remains a key priority as
Debt Factor currently exceeds thresholds
Capital
structure
management
Dividend
policy
Planned dividend payouts solely based on payout
ratio of 50 - 60 to secure sustainable and attractive
remuneration for shareholders
Lower absolute levels will have positive impact on
key rating ratios (eg Moodyrsquos RCF)
Debt Factor target below 30x remains the cornerstone of EONrsquos financial policy
onwards
Average payout
2010-2012
58
Debt Factor
Mid-term
target lt30x
14
Overview sector ratings Positive
AA- Aa3
Negative
Positive
A+ A1
Negative
Positive
A A2
Negative
Positive
A- A3
Negative
Positive
BBB+ Baa1
Negative
Positive
BBB Baa2
Negative
EDF GSZ EON EnBW RWE Enel Iberdrola
EONrsquos rating has benefited from delivery on structural counter-measures
and remains well-positioned
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
15
Conclusion
EON has continuously delivered on its strategy via
a highly successful portfolio streamlining
substantially improving efficiency
successful expansion in profitable growth areas
using less capital and creating more value
EON will continue its transformation by
restructuring its businesses in depressed European markets
pursuing selected growth in renewables distributed energy and outside Europe
benefiting from networks as a key stabilizer
Debt-holder interest remains a key part of EONrsquos financial policy given
a track record in reducing debt
strict capex discipline alongside significant dividend adjustments
the target to become free cashflow positive by 2015 at latest
Business
profile
Financial
profile
EON has the power to face the industryrsquos game changers and expedite its transformation while reaching a conservative leverage target
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
9
Mid-term portfolio target
Regional Units
Networks to remain stabilizer of portfolio stable or
slightly growing earnings and positive free cash flow
generation
Forge customer-based business models around
distributed energies
Renewables amp Non-EU countries
Earnings to compensate for declining businesses
Required to move into positive free cash flow
territory and to become self-supporting
European commodity businesses
Not counting on recovery of European markets
Restructure businesses and push for more
sustainable market design
Prepare for cash-out from decommissioning
Key drivers
Ensure positive free cash flows and sustainable earnings prospects
Free cash flow generation
Ea
rnin
gs p
rosp
ec
ts
+ -
-
+
Networks EampP
Fossil
Rus-
sia
ECR1
Sales
Hydro
Nuclear
EGC1
DE1
Brazil
Turkey
Bubble sizes represents
EBITDA contribution
1 RES = EON Climate amp Renewables DE = Distributed energy
EGC = EON Global Commodities
10
Financial update
Strategic and operating update
Agenda
11
FY 2012
Q1 2013
financial
highlights
FY 2013
outlook
1 Adjusted for extraordinary effects 2 Based on number of shares outstanding (1907 billion) 3 As percentage of underlying net income
Solid performance during FY2012 and Q1 2013
Outlook 2013 recently confirmed
Recent financial highlights and 2013 outlook
EBITDA1 euro92bn ndash euro98bn (confirmed)
Underlying net income1 euro22bn ndash euro26bn (confirmed)
Underlying EPS12 115 ndash 135 (confirmed)
Dividend payout ratio3 50 ndash 60
Q1 2013 FY 2012
bull EBITDA1 euro36bn (-5) euro108bn (+16)
bull Underlying net income1 euro14bn (-16) euro42bn (+67)
bull Operating cash flow euro16bn (+263) euro88bn (+33)
bull Economic net debt -euro316bn -euro359bn
12
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Liquidity and maturity profile
Maturity profile (as of Q1 2013)1
1 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
Flexible funding options Debt issuance
program
euro35bn
EUR-CP
program
euro10bn
USD-CP
program
$10bn
Revolving
credit facility
euro6bn
Upcoming debt maturities easily manageable via
existing liquidity sources
Long-term and well-balanced debt maturity profile
Effective duration of financial liabilities 7 years
Liquidity
Sources
2013 2014 2015
Revolving credit
facility (undrawn)
Liquid funds amp
non-current
securities
Bond and
promissory notes
maturities
Liquidity and financial flexibility (as of Q1 2013)
No bond issuance since mid 2009
EON continues to benefit from strong liquidity and a well-balanced
and long-term maturity profile
17 34
15
60
43
107
euro bn
13
Financial policy
Debt Factor continues to be EONrsquos key ratio for
steering its capital structure
Mid-term Debt Factor target of lt30x remains
unchanged (after having tightened the target twice)
EON to become free cash flow positive is a key priority
Strict capital management remains a key priority as
Debt Factor currently exceeds thresholds
Capital
structure
management
Dividend
policy
Planned dividend payouts solely based on payout
ratio of 50 - 60 to secure sustainable and attractive
remuneration for shareholders
Lower absolute levels will have positive impact on
key rating ratios (eg Moodyrsquos RCF)
Debt Factor target below 30x remains the cornerstone of EONrsquos financial policy
onwards
Average payout
2010-2012
58
Debt Factor
Mid-term
target lt30x
14
Overview sector ratings Positive
AA- Aa3
Negative
Positive
A+ A1
Negative
Positive
A A2
Negative
Positive
A- A3
Negative
Positive
BBB+ Baa1
Negative
Positive
BBB Baa2
Negative
EDF GSZ EON EnBW RWE Enel Iberdrola
EONrsquos rating has benefited from delivery on structural counter-measures
and remains well-positioned
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
15
Conclusion
EON has continuously delivered on its strategy via
a highly successful portfolio streamlining
substantially improving efficiency
successful expansion in profitable growth areas
using less capital and creating more value
EON will continue its transformation by
restructuring its businesses in depressed European markets
pursuing selected growth in renewables distributed energy and outside Europe
benefiting from networks as a key stabilizer
Debt-holder interest remains a key part of EONrsquos financial policy given
a track record in reducing debt
strict capex discipline alongside significant dividend adjustments
the target to become free cashflow positive by 2015 at latest
Business
profile
Financial
profile
EON has the power to face the industryrsquos game changers and expedite its transformation while reaching a conservative leverage target
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
10
Financial update
Strategic and operating update
Agenda
11
FY 2012
Q1 2013
financial
highlights
FY 2013
outlook
1 Adjusted for extraordinary effects 2 Based on number of shares outstanding (1907 billion) 3 As percentage of underlying net income
Solid performance during FY2012 and Q1 2013
Outlook 2013 recently confirmed
Recent financial highlights and 2013 outlook
EBITDA1 euro92bn ndash euro98bn (confirmed)
Underlying net income1 euro22bn ndash euro26bn (confirmed)
Underlying EPS12 115 ndash 135 (confirmed)
Dividend payout ratio3 50 ndash 60
Q1 2013 FY 2012
bull EBITDA1 euro36bn (-5) euro108bn (+16)
bull Underlying net income1 euro14bn (-16) euro42bn (+67)
bull Operating cash flow euro16bn (+263) euro88bn (+33)
bull Economic net debt -euro316bn -euro359bn
12
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Liquidity and maturity profile
Maturity profile (as of Q1 2013)1
1 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
Flexible funding options Debt issuance
program
euro35bn
EUR-CP
program
euro10bn
USD-CP
program
$10bn
Revolving
credit facility
euro6bn
Upcoming debt maturities easily manageable via
existing liquidity sources
Long-term and well-balanced debt maturity profile
Effective duration of financial liabilities 7 years
Liquidity
Sources
2013 2014 2015
Revolving credit
facility (undrawn)
Liquid funds amp
non-current
securities
Bond and
promissory notes
maturities
Liquidity and financial flexibility (as of Q1 2013)
No bond issuance since mid 2009
EON continues to benefit from strong liquidity and a well-balanced
and long-term maturity profile
17 34
15
60
43
107
euro bn
13
Financial policy
Debt Factor continues to be EONrsquos key ratio for
steering its capital structure
Mid-term Debt Factor target of lt30x remains
unchanged (after having tightened the target twice)
EON to become free cash flow positive is a key priority
Strict capital management remains a key priority as
Debt Factor currently exceeds thresholds
Capital
structure
management
Dividend
policy
Planned dividend payouts solely based on payout
ratio of 50 - 60 to secure sustainable and attractive
remuneration for shareholders
Lower absolute levels will have positive impact on
key rating ratios (eg Moodyrsquos RCF)
Debt Factor target below 30x remains the cornerstone of EONrsquos financial policy
onwards
Average payout
2010-2012
58
Debt Factor
Mid-term
target lt30x
14
Overview sector ratings Positive
AA- Aa3
Negative
Positive
A+ A1
Negative
Positive
A A2
Negative
Positive
A- A3
Negative
Positive
BBB+ Baa1
Negative
Positive
BBB Baa2
Negative
EDF GSZ EON EnBW RWE Enel Iberdrola
EONrsquos rating has benefited from delivery on structural counter-measures
and remains well-positioned
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
15
Conclusion
EON has continuously delivered on its strategy via
a highly successful portfolio streamlining
substantially improving efficiency
successful expansion in profitable growth areas
using less capital and creating more value
EON will continue its transformation by
restructuring its businesses in depressed European markets
pursuing selected growth in renewables distributed energy and outside Europe
benefiting from networks as a key stabilizer
Debt-holder interest remains a key part of EONrsquos financial policy given
a track record in reducing debt
strict capex discipline alongside significant dividend adjustments
the target to become free cashflow positive by 2015 at latest
Business
profile
Financial
profile
EON has the power to face the industryrsquos game changers and expedite its transformation while reaching a conservative leverage target
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
11
FY 2012
Q1 2013
financial
highlights
FY 2013
outlook
1 Adjusted for extraordinary effects 2 Based on number of shares outstanding (1907 billion) 3 As percentage of underlying net income
Solid performance during FY2012 and Q1 2013
Outlook 2013 recently confirmed
Recent financial highlights and 2013 outlook
EBITDA1 euro92bn ndash euro98bn (confirmed)
Underlying net income1 euro22bn ndash euro26bn (confirmed)
Underlying EPS12 115 ndash 135 (confirmed)
Dividend payout ratio3 50 ndash 60
Q1 2013 FY 2012
bull EBITDA1 euro36bn (-5) euro108bn (+16)
bull Underlying net income1 euro14bn (-16) euro42bn (+67)
bull Operating cash flow euro16bn (+263) euro88bn (+33)
bull Economic net debt -euro316bn -euro359bn
12
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Liquidity and maturity profile
Maturity profile (as of Q1 2013)1
1 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
Flexible funding options Debt issuance
program
euro35bn
EUR-CP
program
euro10bn
USD-CP
program
$10bn
Revolving
credit facility
euro6bn
Upcoming debt maturities easily manageable via
existing liquidity sources
Long-term and well-balanced debt maturity profile
Effective duration of financial liabilities 7 years
Liquidity
Sources
2013 2014 2015
Revolving credit
facility (undrawn)
Liquid funds amp
non-current
securities
Bond and
promissory notes
maturities
Liquidity and financial flexibility (as of Q1 2013)
No bond issuance since mid 2009
EON continues to benefit from strong liquidity and a well-balanced
and long-term maturity profile
17 34
15
60
43
107
euro bn
13
Financial policy
Debt Factor continues to be EONrsquos key ratio for
steering its capital structure
Mid-term Debt Factor target of lt30x remains
unchanged (after having tightened the target twice)
EON to become free cash flow positive is a key priority
Strict capital management remains a key priority as
Debt Factor currently exceeds thresholds
Capital
structure
management
Dividend
policy
Planned dividend payouts solely based on payout
ratio of 50 - 60 to secure sustainable and attractive
remuneration for shareholders
Lower absolute levels will have positive impact on
key rating ratios (eg Moodyrsquos RCF)
Debt Factor target below 30x remains the cornerstone of EONrsquos financial policy
onwards
Average payout
2010-2012
58
Debt Factor
Mid-term
target lt30x
14
Overview sector ratings Positive
AA- Aa3
Negative
Positive
A+ A1
Negative
Positive
A A2
Negative
Positive
A- A3
Negative
Positive
BBB+ Baa1
Negative
Positive
BBB Baa2
Negative
EDF GSZ EON EnBW RWE Enel Iberdrola
EONrsquos rating has benefited from delivery on structural counter-measures
and remains well-positioned
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
15
Conclusion
EON has continuously delivered on its strategy via
a highly successful portfolio streamlining
substantially improving efficiency
successful expansion in profitable growth areas
using less capital and creating more value
EON will continue its transformation by
restructuring its businesses in depressed European markets
pursuing selected growth in renewables distributed energy and outside Europe
benefiting from networks as a key stabilizer
Debt-holder interest remains a key part of EONrsquos financial policy given
a track record in reducing debt
strict capex discipline alongside significant dividend adjustments
the target to become free cashflow positive by 2015 at latest
Business
profile
Financial
profile
EON has the power to face the industryrsquos game changers and expedite its transformation while reaching a conservative leverage target
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
12
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Liquidity and maturity profile
Maturity profile (as of Q1 2013)1
1 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
Flexible funding options Debt issuance
program
euro35bn
EUR-CP
program
euro10bn
USD-CP
program
$10bn
Revolving
credit facility
euro6bn
Upcoming debt maturities easily manageable via
existing liquidity sources
Long-term and well-balanced debt maturity profile
Effective duration of financial liabilities 7 years
Liquidity
Sources
2013 2014 2015
Revolving credit
facility (undrawn)
Liquid funds amp
non-current
securities
Bond and
promissory notes
maturities
Liquidity and financial flexibility (as of Q1 2013)
No bond issuance since mid 2009
EON continues to benefit from strong liquidity and a well-balanced
and long-term maturity profile
17 34
15
60
43
107
euro bn
13
Financial policy
Debt Factor continues to be EONrsquos key ratio for
steering its capital structure
Mid-term Debt Factor target of lt30x remains
unchanged (after having tightened the target twice)
EON to become free cash flow positive is a key priority
Strict capital management remains a key priority as
Debt Factor currently exceeds thresholds
Capital
structure
management
Dividend
policy
Planned dividend payouts solely based on payout
ratio of 50 - 60 to secure sustainable and attractive
remuneration for shareholders
Lower absolute levels will have positive impact on
key rating ratios (eg Moodyrsquos RCF)
Debt Factor target below 30x remains the cornerstone of EONrsquos financial policy
onwards
Average payout
2010-2012
58
Debt Factor
Mid-term
target lt30x
14
Overview sector ratings Positive
AA- Aa3
Negative
Positive
A+ A1
Negative
Positive
A A2
Negative
Positive
A- A3
Negative
Positive
BBB+ Baa1
Negative
Positive
BBB Baa2
Negative
EDF GSZ EON EnBW RWE Enel Iberdrola
EONrsquos rating has benefited from delivery on structural counter-measures
and remains well-positioned
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
15
Conclusion
EON has continuously delivered on its strategy via
a highly successful portfolio streamlining
substantially improving efficiency
successful expansion in profitable growth areas
using less capital and creating more value
EON will continue its transformation by
restructuring its businesses in depressed European markets
pursuing selected growth in renewables distributed energy and outside Europe
benefiting from networks as a key stabilizer
Debt-holder interest remains a key part of EONrsquos financial policy given
a track record in reducing debt
strict capex discipline alongside significant dividend adjustments
the target to become free cashflow positive by 2015 at latest
Business
profile
Financial
profile
EON has the power to face the industryrsquos game changers and expedite its transformation while reaching a conservative leverage target
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
13
Financial policy
Debt Factor continues to be EONrsquos key ratio for
steering its capital structure
Mid-term Debt Factor target of lt30x remains
unchanged (after having tightened the target twice)
EON to become free cash flow positive is a key priority
Strict capital management remains a key priority as
Debt Factor currently exceeds thresholds
Capital
structure
management
Dividend
policy
Planned dividend payouts solely based on payout
ratio of 50 - 60 to secure sustainable and attractive
remuneration for shareholders
Lower absolute levels will have positive impact on
key rating ratios (eg Moodyrsquos RCF)
Debt Factor target below 30x remains the cornerstone of EONrsquos financial policy
onwards
Average payout
2010-2012
58
Debt Factor
Mid-term
target lt30x
14
Overview sector ratings Positive
AA- Aa3
Negative
Positive
A+ A1
Negative
Positive
A A2
Negative
Positive
A- A3
Negative
Positive
BBB+ Baa1
Negative
Positive
BBB Baa2
Negative
EDF GSZ EON EnBW RWE Enel Iberdrola
EONrsquos rating has benefited from delivery on structural counter-measures
and remains well-positioned
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
15
Conclusion
EON has continuously delivered on its strategy via
a highly successful portfolio streamlining
substantially improving efficiency
successful expansion in profitable growth areas
using less capital and creating more value
EON will continue its transformation by
restructuring its businesses in depressed European markets
pursuing selected growth in renewables distributed energy and outside Europe
benefiting from networks as a key stabilizer
Debt-holder interest remains a key part of EONrsquos financial policy given
a track record in reducing debt
strict capex discipline alongside significant dividend adjustments
the target to become free cashflow positive by 2015 at latest
Business
profile
Financial
profile
EON has the power to face the industryrsquos game changers and expedite its transformation while reaching a conservative leverage target
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
14
Overview sector ratings Positive
AA- Aa3
Negative
Positive
A+ A1
Negative
Positive
A A2
Negative
Positive
A- A3
Negative
Positive
BBB+ Baa1
Negative
Positive
BBB Baa2
Negative
EDF GSZ EON EnBW RWE Enel Iberdrola
EONrsquos rating has benefited from delivery on structural counter-measures
and remains well-positioned
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
rating as per Jan 1 2010
rating as per Jun 4 2013
standalone rating as per Jun 4 2013
(if applicable and different from corporate rating)
15
Conclusion
EON has continuously delivered on its strategy via
a highly successful portfolio streamlining
substantially improving efficiency
successful expansion in profitable growth areas
using less capital and creating more value
EON will continue its transformation by
restructuring its businesses in depressed European markets
pursuing selected growth in renewables distributed energy and outside Europe
benefiting from networks as a key stabilizer
Debt-holder interest remains a key part of EONrsquos financial policy given
a track record in reducing debt
strict capex discipline alongside significant dividend adjustments
the target to become free cashflow positive by 2015 at latest
Business
profile
Financial
profile
EON has the power to face the industryrsquos game changers and expedite its transformation while reaching a conservative leverage target
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
15
Conclusion
EON has continuously delivered on its strategy via
a highly successful portfolio streamlining
substantially improving efficiency
successful expansion in profitable growth areas
using less capital and creating more value
EON will continue its transformation by
restructuring its businesses in depressed European markets
pursuing selected growth in renewables distributed energy and outside Europe
benefiting from networks as a key stabilizer
Debt-holder interest remains a key part of EONrsquos financial policy given
a track record in reducing debt
strict capex discipline alongside significant dividend adjustments
the target to become free cashflow positive by 2015 at latest
Business
profile
Financial
profile
EON has the power to face the industryrsquos game changers and expedite its transformation while reaching a conservative leverage target
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
16
Backup
Financials
- Outlook
- FY 2012 and Q1 2013 financials
Overall trends
Key segment topics
- Generation
- Renewables
- Exploration amp Production
- Global Commodities
- Germany
- Other EU Countries
- Non-EU Countries
Calendar and important links
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
Outlook
EBITDA Underlying EPS and dividend payout
eurobn 2011A 2012A 2013E
Generation 21 24
Renewables 15 13
Exploration
amp Production 07 05
Optimization
amp Trading 02 14
Germany 25 28
Other EU Countries 23 20
Russia 05 07
Group Management
Consolidation -04 -04
EBITDA 93 108 92 ndash 98
eurobn 2011A 2012E 2013E
EBITDA 93 108 92 ndash 98
Depreciation 39 38 ~38
Adj interest
expense 18 13 ~17
Taxes 08 11 ~12
Minorities 04 04 ~03
Underlying
net income 25 42 22 ndash 26
Underlying
EPS (euroshare) 131 220 115 ndash 135
Dividend payout () 76 50 50-60
Dividend (euroshare) 100 110
Ou
tlo
ok
17
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
18
Key drivers for 2013 vs 2012 EBITDA1 and EPS1
Underlying EPS1 (in euro per share) EBITDA1 (in eurobn)
EPS stronger down than EBITDA
2012 EBITDA1 108
EampP volumes
Revaluation one-off 2012
Power portfolio
CO2 certificates
Gas midstream
Disposals
2013 EBITDA range1 92 - 98
Other
Controllable costs
Renewables
1 Adjusted for extraordinary effects
Interest
Depreciation
Other EBITDA effects
EampP
Disposals
Underlying EPS 20121 ~22
2013 EPS range1 115 ndash 135
Tax
Ou
tlo
ok
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
19
Investments
Strong reduction of overall capex
Generation
Conventional generation and gas midstream capex
reduced to maintenance-only level by 2015
EampP
After strong expansion EampP capex in the range of
reserve replacement requirements for the next years
Regional units
Broadly stable capex in the distribution networks
Germany with increasing trend
Renewables
Continued growth in wind amp solar and higher capital
rotation
Outside Europe
Completion of Berezovskaya lignite new-build in
Russia
Equity injections in Turkey and Brazil to fuel organic
growth Turkey to become self-financing by 2015
Distributed Energy
Higher investment level and more focused approach
Planned capex per unit Key drivers
Ou
tlo
ok
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
20
FY 2012 - Key drivers of EBITDA1 development
In euro billion
Large one-off effects driving 2012 EBITDA growth
EBITDA FY 2011
EBITDA FY 2012
-02
EampP -02
Nuclear tax -02
Power Price and volume effect -03
Region Russia Increased generation capacity 02
108
-03
UK Retail + Central Networks -02
Trading Gas optimization -02
Other
Gas Lower storage optimization -02
Gas Open Grid Europe disposal
EON 20 Controllable cost reduction 02
Gas Revaluation of participations 02
Gas Wholesale 12
Generation Nuclear exit cost in 2011 15
93
1 Adjusted for extraordinary effects
Fin
an
cia
ls
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
21
FY 2012 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
FY 2012 FY 2011 +- FY 2012 FY 2011 +-
Generation 2403 2114 +14 1442 1128 +28
Renewables 1271 1459 -13 877 1088 -19
Optimization amp Trading 1421 160 - 1163 -134 -
Exploration amp Production 523 727 -28 293 481 -39
Germany 2819 2457 +15 1851 1499 +23
Other EU countries 2032 2259 -10 1345 1491 -10
Russia 729 553 +32 546 398 +37
Group Management Consolidation -412 -436 - -490 -513 -
Group total 10786 9293 +16 7027 5438 +29
Fin
an
cia
ls
1 Adjusted for extraordinary effects
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
22
Q1 2013 - Key drivers of EBITDA1 development
Earnings reduction vs Q1 2012 mainly driven by disposals
1 Adjusted for extraordinary effects
Revaluation one-off 2012 -01
Divestments
Gas midstream 01
Renewables (ECampR) 01
EON 20 01
-02
Power price and volume effect
EBITDA Q1 2012 38
-01
EBITDA Q1 2013 36
Other -01
Absence of free CO2 certificates 00
In euro billion Fin
an
cia
ls
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
23
Q1 2013 ndash EBITDA1 and EBIT1 by units
eurom EBITDA1 EBIT1
Q1 2013 Q1 2012 +- Q1 2013 Q1 2012 +-
Generation 866 1131 -23 661 916 -28
Renewables 468 391 +20 368 295 +25
Optimization amp Trading 223 197 +13 185 125 +48
Exploration amp Production 177 228 -22 83 134 -38
Germany 838 729 +15 654 507 +29
Other EU countries 904 911 -1 744 744 -
Russia 193 200 -4 151 145 +4
Group Management Consolidation -92 -19 - -111 -37 -
Group total 3577 3768 -5 2735 2829 -3
Fin
an
cia
ls
1 Adjusted for extraordinary effects
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
24
EON Group ndash Economic net debt
March 31 2013 in euro billion
Investments Operating
cash flow Other Divestments
+16
-09
+01
-359
Dec 31 2012
+35
Mar 31 2013
-364 -316
Net financial
position
-147
Net financial
position
-104
Q1 net debt profiting from relatively low capex and proceeds from disposals
Fin
an
cia
ls
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
25
EON Group ndash Economic net debt
Significant impact on economic net debt through falling discount rates
December 31 2012 in euro billion
Investments Operating
cash flow
Lower
discount rate
for pension
provisions
Other Divestments1
+88 -70
-15
-364
Dec 31 2011
+45
Dec 31 2012
-21
Dividends
-364 -359
-22
Net financial
position
180
Net financial
position
147
1 Including deconsolidation of OGE net financial position
Debt factor
39x
Debt factor
33x
Fin
an
cia
ls
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
26
Economic net debt
eurom 31 Mar 2013 31 Dec 2012
Liquid funds 10659 6546
Non-current securities 4314 4746
Total liquid funds and non-current securities 14973 11292
Financial liabilities to banks and third parties -24488 -25014
Financial liabilities resulting from interests in
associated companies and other shareholdings -894 -930
Total financial liabilities -25382 -25944
Net financial position -10409 -14652
Fair value of currency derivatives used for financing transactions1 143 145
Provisions for pensions -4966 -4945
Asset retirement obligations -18249 -18225
Less prepayments to Swedish nuclear fund 1896 1743
Economic net debt -31585 -35934
1 Net figure does not include transactions relating to our operating business or asset management
Fin
an
cia
ls
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
27
Financial liabilities
Maturity profile (as of 31 Mar 2013)3
eurobn 31 Mar
2013
31 Dec
2012
Bonds1 199 207
in EUR 115 120
in GBP 43 45
in USD 23 23
in CHF 09 09
in SEK 01 01
in JPY 05 07
other currencies 03 02
Promissory notes 08 08
Commercial Paper 02 02
Other liabilities2 45 42
Total 254 259
1 Thereof bonds issued by segments March 31 2013 euro01bn Dec 31 2012 euro01bn
2 Thereof other financial liabilities of segments March 31 2013 euro36bn Dec 31 2012 euro33bn
3 Bonds and promissory notes issued by EON SE or EON International Finance BV (fully guaranteed by EON SE)
00
10
20
30
40
50
2013 2014 2015 2016 2017 2018 2019 2020 ge2021
euro bn
EUR GBP USD CHF YEN Other
Fin
an
cia
ls
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
28
European demand amp supply
Strong and constant growth of renewable capacity
Completion of large conventional new-build pipeline
(legacy - initiated before 2008)
Few closures of conventional capacity so far
As a consequence of US shale gas revolution gas is
increasingly displacing coal in US power generation
In addition coal demand in China was weak for
much of 2012 due to the economic slowdown
World coal prices relatively low
Gas largely uncompetitive in European power
generation
Combination of demand destruction and supply glut
2012 vs 2008
Germany -2
UK -7
Italy -5
Spain -5
2012 vs 2008
Germany -11
UK -22
Italy -12
Spain -23
European power demand down over 4 since 2008
European gas demand down 10 since 2008 Little support from global commodities
EU generation capacity
Tre
nd
s
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
29
Inefficient carbon policies
Steep increase in consumer prices
Main incentive scheme bust
Massive collateral damage
Expected carbon surplusdeficit of EU ETS
Electricity price for German residential customers
Market value of flexible energy eroded
Hourly load factor of peak capacity
Strong renewables growth in Europe
Tre
nd
s
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
30
Generation ndash Business snapshot
2013
(+) EON 20
(-) Lower transfer prices spreads
(-) Political intervention
Post 2013
(+) Additional EON 20 impact
(+) First time consolidation Maasvlakte
(-) Lower outright prices
Segment capex plan (eurobn)
Key earnings drivers ndash 2013 and beyond
Further downward pressure from outright prices and spreads
(+) Absence of prior year
nuclear one-off
(-) Pricevolume effect
(-) Higher nuclear tax
payments
Maasvlakte III Planned COD 2014
Total capex euro17bn
Maintenance at
minimum by 2015
Moratorium on new
build projects
Streamline power plant portfolio to adapt to market
conditions
Improve profitability of power plant assets by extensive
costs reduction program
Very selective development activities to be prepared for
potential opportunities driven by new market designs
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Gen
era
tio
n
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
31
Generation ndash Conventional portfolio
Retirements Country MW1 Fleet Driver
2012
Staudinger 3 Germany 293 Steam Economic
Veltheim 2 amp 4 Germany 329 Steam Economic
Ironbridge 1-2 UK 940 Steam LCPD
Grain 1 amp 4 UK 1300 CCGT LCPD
Ostiglia 4 Italy 313 CCGT Other
Escucha Spain 142 Steam LCPD
2013
Shamrock Germany 132 Steam Other
Staudinger 1 Germany 249 Steam Other
Kingsnorth UK 1974 Steam LCPD
Hornaing 31 France 235 Steam LCPD
Provence 4 France 230 Steam LCPD
Fiume Santo 1-2 5-6 Italy 383 Steam Other
Puertollano Spain 203 Steam LCPD
2014
Datteln 1-3 Germany 303 Steam Other
Lucy 3 France 245 Steam LCPD
2015
Grafenrheinfeld Germany 1275 Nuclear Other
Emile Huchet 4-5 France 445 Steam LCPD
Capacity retirements (GW) 1 2 Main retirements
~11 GW of decommissionings until 2015
Capacity (GW) 1 2
1 Capacity pro-rata ownership percentage
2 Graphs include some closures not mentioned in the list
Gen
era
tio
n
1 Court decision of 3 May 2013 puts schedule into question
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
32
Generation - Addressing the CCGT issue
Reduce maintenance costs
Maintenance intervals lengthened due to lower
utilization
Maintenance costs lowered through restructuring of
long-term service agreements
Reduce fixed costs
Switch from CCGT mode to OCGT mode
Permanent connections to gas network contribute
strongly to fixed costs (10-30 eurokW out of 30-40
eurokW)
Switch from permanent to occasional
connection (eg when called by TSOs for
ancillary services) higher variable connection
costs compensated by high prices
Switch fuel from gas to oil higher variable fuel
costs compensated by much lower fixed costs
Mothball close sustainably cash-negative units
Response
Turning every stone
CCGTs not dispatched when spreads negative
Dispatched spark spreads take this into account
unlike classic spark spreads
Dispatched spark spreads have fallen even more
than classic spark spreads
CCGTs certainly not earning their cost of capital in
fact barely earning their fixed costs
Strong deterioration of CCGT economics Ge
ne
rati
on
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
33
EONrsquos nuclear fleet in Germany
Start-up date EON share
()
Capacity
(MW)
2012 output
(TWh)
2012 remaining
volumes (TWh)1
Shutdown date
Isar 1 1979 1000 878 00 2 2011
Unterweser 1979 1000 1345 00 11 2011
Brunsbuumlttel 1977 333 771 00 11 2011
Kruumlmmel 1984 500 1346 00 88 2011
Grafenrheinfeld 1982 1000 1275 100 23 31 Dec 2015
Gundremmingen B 1984 250 1284 99 30 31 Dec 2017
Gundremmingen C 1985 250 1288 101 39 31 Dec 2021
Grohnde 1985 833 1360 110 61 31 Dec 2021
Brokdorf 1986 800 1410 102 74 31 Dec 2021
Isar 2 1988 750 1410 114 82 31 Dec 2022
Emsland 1988 125 1329 108 87 31 Dec 2022
1 Source Bundesamt fuumlr Strahlenschutz Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen
Ge
ne
rati
on
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
34
Renewables ndash Business snapshot
Offshore dominates capex plan and capacity additions
(-) Hydro price volume
effect
(+) RES Higher volumes
due to new capacity
(-) RES Prior year one-off
not repeated
Amrumbank (288MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Humber (219MW) COD H1 2015
Total invest euro10bn
Targeted return gt10
Segment capex plan (eurobn)
2013
(+) Additional capacities
(-) Deconsolidation of 430 MW US onshore wind
(-) Disposal of 350 MW German run of river hydro
Post 2013
(+) Additional capacities mainly offshore
(-) Lower outright prices
Drive industrialization cost reduction and higher
utilization to make renewables more competitive
Cost reduction targets reduce onshore costs by 25
offshore costs by 40 and PV costs by 35 by 2015
Portfolio- and capability-based investments with more
active portfolio mgmt (presence amp technologies) and
more systematic ldquobuild operate amp sellrdquo-approach
Intensify partnerships with financial amp strategic players in
different project phases
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Reference year 2010
Re
new
ab
les
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
35
Target still achievable reduce LCOEMW by 40
compared to 2010 levels by 2015
Potential levers
Drive ahead competition on supplier side
Long term contracts for vessels and crews
Technological advances on turbine and foundations
Optimization of interfaces and installation
Actual measures
Project bundling of Humber and Amrumbank
Construction vessel MPI Discovery for 3 projects
Current caveat potentially slower build pace
Renewables - Leverage capabilities
Planned capacity build out Cost reduction offshore
Driving renewables towards market competitiveness
Installation cost category distribution
Next to the short term Biomass conversion of
Ironbridge offshore new build dominates 2013-2015
Annual capacity additions by technology (GW)
Ironbridge is a very profitable short term conversion project foreseen to run until 2015
Reference project London Array I Projects with final investment decision in 2015
Total attributable capacity by technology (GW)
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
36
Global Commodities ndash Business snapshot
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn)
A clean slate going forward
(+) Gazprom settlement
(+) Infrastructure
revaluations
(-) Disposal of OGE
Major investment
activity focused on gas
storage and pipeline
investments
No additional new build
projects in storage
planned
Segment capex plan (eurobn)
2013
(+) First impact of EON 20
(-) Absence of one-offs from Gazprom settlement
(-) Absence of infrastructure revaluations
(-) Disposal of Open Grid Europe
(-) Disposal of SPP
Key mid-term earnings drivers
Maximize flexibility value of powergas assets (power
plants gas contracts gas storage) through integrated
optimization
Profit from renewables-induced volatility in intra-day and
balancing markets
Continue to optimize gas supply portfolio
Backed by European portfolio create additional value
from expanding global trading mostly coalfreight amp LNG
Strategic priorities
EG
C
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
37
Outright power hedging
~ 56 euroMWh
~ 53 euroMWh
~ 44 euroMWh
~ 43 euroMWh
Nordic Outright power hedging
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
0 10 20 30 40 50 60 70 80 90 100
2015
2014
2013
= percentage band of generation hedged
Central Europe Outright power hedging
~ 47 euroMWh
~ 39 euroMWh
EG
C
As per end March 2013
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
38
Exploration amp Production ndash Business snapshot
Moving into cash back mode
(-) Forced outage Elgin
(-) Problems at Njord
(-) Shut down at Rita
(+) Higher prices Yushno
Current capex plan
focus on creating
options
To hold volumes stable
also in the long-term a
step-up would be
necessary
Segment capex plan (eurobn)
2013
(+) COD of Skarv in December 2012
(+) Production start of Huntington
(+) EON 20
Post 2013
(+) Higher volumes in 2014 vs 2013
(-) Slight volume decrease 2015 vs 2014
Existing fields return to normal operations with reliable
production performance
Deliver planned production growth in particular
successful ramp up of Skarv
Leverage EONrsquos strong capabilities along the EampP value
chain and expand role as operator
Value-based investment approach with focus on
high-quality licenses containing upside potential
Increase value of portfolio by successful EampA
Strategic priorities
EBIT(DA) ndash Main drivers 2012 vs 2011 (eurobn) Key mid-term earnings drivers
Eamp
P
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
39
2011A 2012E 2013E 2014e 2015e
Exploration amp production ndash Volume overview
Volume expectation ndash North sea fields
North Sea EampP volumes stabilizing at higher level
Reserves expectation ndash North sea fields
48
Skarv
Njord
Elgin-Franklin
Rita
Huntington
Other fields
Babbage
11
~5
~18 - 22
~26 - 30
~24 - 28
(in mboe) (in mboe)
Excluding volume gains from future exploration amp appraisal activities
Eamp
P
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
40
Exploration amp Production - Oil amp Gas production
m boe Q1 2013 Q1 2012 +- FY 2012 FY 2011 +-
Skarv 12 - - - -
Njord 09 13 -34 26 47 -45
Elgin-Franklin 01 05 -84 05 25 -78
Babbage 02 03 -26 09 14 -39
Rita 00 00 - 00 06 -100
Total North Sea 29 25 +17 53 110 -52
Yuzhno Russkoje 100 103 -2 377 382 -1
Total 130 128 +2 430 492 -13
Eamp
P
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
41
Exploration amp production ndash Long term view
Fields running out of production to be potentially
replaced by new fields currently under exploration
and development
Norway
Fogelberg (2019)
Noatun (2021)
UK
Orca (2014)
Glenelg (2015)
Talbot (2015)
Arran (2016)
Tolmount (2017)
Indicative production development 2013-2022
(mboe)
Future EampP production driven by organic field developments
Main developments 2013-2022
Eamp
P
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
42
Region Germany ndash Business snapshot
EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Disposal impact on EBITDA but also on capex
(+) Higher grid revenues
(+) First impact EON 20
(+) Provision release in
unregulated business
Capex flexibility fully
used
High share of
distribution capex
~euro02bn of distribution
capex foregone with
disposals
Segment capex plan (in eurobn)
2013
(+) Further EON 20 contribution
(-) Disposal of regional distribution companies
(-) Disposal of Energy from Waste
(-) Absence of one-off provision release
Post 2013
(+-) Uncertainty regarding outcome of regulatory review for
power distribution
Key mid-term earnings drivers
Capture opportunities from German ldquoEnergiewenderdquo
Profitable growth in distributed energy (eg CHP)
Innovative sales propositions beyond pure commodity
Develop distribution networks according to new requirements
(integration of renewables smart technologies etc)
Secure concession renewals in distribution networks
Continuously drive operational excellence amp performance
Actively contribute to the discussion about an optimized
legalregulatory framework enabling the ldquoEnergiewenderdquo
Strategic priorities
EU
re
gio
ns
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
43
Other EU regions ndash Business snapshot
Overall resilient segment
broad regional footprint provides outstanding learning base
(-) Disposal of UK Central
Networks
Broadly stable capex
level
Segment capex plan (eurobn)
2013
(+) Net positive EON 20 impact
(-) Disposal of JMP participation
Post 2013
(+) Further EON 20 savings
(+) Impacts from improved retail margins
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Continuously improve operational excellence amp
profitability and ensure attractive investment conditions
Value-creating growth in distributed energy where
conditions and framework are appropriate (eg biomass-
fired CHP in Sweden PV in Southern Europe)
Translate regulatory action (eg smart meter roll-out
energy efficiency directive) in convincing business
models and customer propositions
Improve security amp reliability of distribution in CEE
Strategic priorities
EU
re
gio
ns
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
44
Strong distribution expertise based on large and diversified asset base
Regulated asset bases (RABs) 2012 (eurobn)
For Germany Hungary Czech Republic and Romania RAB figures
are for 2011 Exchange rates as of 25th January 2013
In Spain there had so far been a system based on an indexed
regulatory revenue allowance
In Sweden the RAB is based on the replacement value of all physically
existing assets irrespective of the actual age of the assets
In general the RABs between different regulatory regimes are not
directly comparable due to significant methodical differences
RAB is for 100 of ZSE (EON-share is 49)
Germany ~13
Sweden ~88
Spain Not applicable
Hungary ~15
Czech Republic ~13
Romania ~07
Slovakia ~06
Example of distribution expertise
Distribution networks
German gas distribution efficiency scores (in )
in regulatory benchmarking 2012
EON network operators Other network operators
Weighted average efficiency of EONrsquos gas
distribution network operators 981
(vs German average of 908)
Efficiency scores from the regulatory benchmarking in 2012 are the basis for
the efficiency targets in determining allowed revenues for 2013-17
100
80
90
70
German average
EU
re
gio
ns
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
45
Distribution ndash Regulatory cycle
Power Gas
Germany Current
2009-2013 Next
2014-2018 2013-2017
Sweden 2012-2015 2013-2016
Spain 2013-2016 Not relevant
Hungary 2013-2016 Current
2010-2013 Next
2014-2017
Czech Republic 2010-2014 2010-2014
Romania 2013-2017 2013-2017
Slovakia 2012-2016 Not relevant
Regulatory periods
In Spain and Slovakia EON does not own a gas distribution business
Next major milestone German power distribution
EU
re
gio
ns
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
46
Distributed energy
New additional approach foundation of EON Connecting Energies (ECT)
Bundling of existing building blocks to provide innovative and
value-creating energy solutions for customers
Concept
Multi-country and multi-site approach
Focus on energy hotspots (like shopping malls
and hospitals)
Bundle technical and regulatory expertise to
provide integrated energy solutions
Management of complexity for customers
Highly standardized and scalable solutions
First example of integrated approach
Tailored solution for multi-national retailer across
a number of sites globally
CHP with absorption chiller for cooling in summer
Heat storage to maximize usage of CHP units
Optimization via virtual power plant
Solar PV on rooftop for self-consumption
Six business lines
ldquoCleaner amp Better Energyldquo
Virtual power plant
Residential Comfort
Energy Hotspots Multi-site multinational
Building Efficiency Solar on Roofs
Focus on the most promising areas
EU
re
gio
ns
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
47
Russia ndash Business snapshot
From growth driver to cash provider
Mainly driven by higher
volumes (full year
contribution from new
plants with COD 2011)
Berezovskaya (lignite) COD 2014
Total capex euro11bn
Targeted IRR gt10
Maintenance at
minimum by 2015
No additional new build
projects planned
Segment capex plan (eurobn)
2013
(+) Efficiency improvements
(+) Positve FX effect
(-) Lower spreads
Post 2013
(+) First time contribution from new build Berezovskaya
Key mid-term earnings drivers EBIT(DA) 2012 vs 2011 ndash Main drivers (eurobn)
Maintain and improve top-line operational performance
among Russian power generators
Complete Berezovskaya new-build project and ensure
full financial contribution to EON earnings
Assess options to further solidify EON Russiarsquos position
as leading independent generator in the Russian power
market
Strategic priorities
No
n-E
U
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
48
Enerjisa - Closing of acquisition
EONrsquos entry in Turkey
Trilateral agreement between EON Sabanci and
Verbund
Asset swap acquisition of 50 stake in Enerjisa from
Verbund against 350MW hydro capacity in Germany
Transaction closed on 24 April 2013
euro04bn cash settlement paid to Verbund
Enerjisarsquos priorities for 2013
Focus on execution of projects under construction
12 projects (11 hydro 1 lignite) with total capacity of
~18GW capital invested gteuro15bn
Thereof 6 hydro plants with total capacity of ~05 GW
expected to start operation in 2013
Explore further opportunities in generation to reach
strategic ambition of 75 GW installed capacity by 2020
Complete the acquisitions of Ayedas and Toroslar and
integrate the distribution and retail businesses
Net EPS accretion on EON level at latest from 2015
onwards
Enerjisa portfolio at closing Achievements amp priorities
Strong pipeline in fundamentally attractive market
0
1
2
3
4
5
2009A 2011A 2013E 2015E 2017E
GW
Solar
Wind
Lignite
Gas
Hydro
23
Ankara
Istanbul
H H H H
H
H
H
H
H
H H
H
H
G G
G G
G
G
W
W
W
W
L
In operation
Under construction
Under development
Başkent
Generation capacity
Operation
Construction
Development
No
n-E
U
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
49
Enerjisa - Win of Ayedas and Toroslar privatizations
Strong organic growth thanks to population and econo-
mic growth and reduction of average household size
Potential to improve operational performance by
leveraging hellip
Enerjisarsquos experience with Baskent Disco since 2009
EONrsquos expertise in running various distribution
businesses
Distribution as portfolio stabilizer and potential enabler of
new business models in distributed energy
Acquisition of 100 of the shareholdersrsquo equity of the
Ayedas and of the Toroslar distribution and retail
companies
Transaction equity values1
Ayedas $1227m (euro09bn 22bn TRY)
Toroslar $1725m (euro13bn 31bn TRY)
Transaction enterprise value close to equity value
Transaction financing
40 of purchase price to be paid at closing
Remainder of purchase price to be paid in 3 equal
yearly installments
Target of 50-60 gearing in medium term
Financial impact for EON
euro05-06bn of equity injections in Enerjisa in 2013 to
fund Ayedas and Toroslar acquisitions
Potential acquisition of one distribution company by
Enerjisa already considered in EONrsquos 2013-15
investment plan
Closing of transactions expected in Q3 2013
Transaction rationale Transaction parameters
Attractive distribution portfolio to complement generation development
1Assuming 130 $euro and 235 TRYeuro
Subscribers 36 m
Consumption 11 TWh
Subscribers 29 m
Consumption 14 TWh
Başkent
Toroslar
Subscribers 25 m
Consumption 8 TWh
Ayedas
No
n-E
U
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
50
Enerjisa - Ayedas and Toroslar discorsquos
Residents 48m
Subscribers 25m Consumption 8 TWh
Area 1869 km2 Network length 19000 km
Concentrated urban network on Asian side of Istanbul
Strong commercial and residential demand for power
Population expected to develop from 48m in 2012 to ~8m in
~2040 through natural growth and substantial inward migration
High-quality urban network on Asian side of Istanbul
Residents 76m
Subscribers 29m Consumption 14 TWh
Area 46598 km2 Network length 78000 km
Mixed urban-rural area with several sizeable cities
Strong industrial demand for power
Customer numbers driven by population growth and reduction
in household size (from 34 to 25 peoplehousehold)
Potential for improvement of operational performance
Attractive urban-rural region with strong industry demand
Ayedas distribution company 1
Customer base broadened to almost 9m subscribers
Industrial
Commercial
Residential
Public amp Other
Subscribers 25m Consumption 78 TWh 2
1 2012 figures unless otherwise stated
2 2011 figures
Toroslar distribution company 1
Industrial
Commercial
Residential
Public amp Other
Subscribers 29m Consumption 14 0TWh 2
No
n-E
U
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
51
MPX - Transaction summary
Expected outcome after 3 transactions
EON achieves ~36 direct share in MPX
EBX Eike Batista reduces interest in MPX to ~24
Early capital injection in MPX and JV reintegrated into MPX
MPX becomes EONrsquos expansion vehicle in Brazil
MPX becomes EONrsquos main vehicle for expansion in Brazil
instead of JV with MPX
MPX capital increase ensures financial leeway to support
development pipeline in the mid-term
Partnerships
Eike Batista remains key partner
Strong and diversified Brazilian shareholder base
Ownership and governance
EON and MPX to jointly manage MPX with equal participation
in the management and increased representation on Board of
Directors
Simplification of ownership and governance structures
Targeted structure
Current structure
Enhancement of EONrsquos position in MPX for 10 to 11 R$share
MPX
MPX-EON JV
EON
117
50 50
EBX Eike
Batista
Others
535 348
MPX
EON
~36
EBX Eike
Batista
Others
~24 ~40
No
n-E
U
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
52
MPX ndash Brazilian power generation market
Hydro makes up almost 70 of installed capacity
Storage capacity not keeping up with hydrologic volatility
since 1990s at least
System clearly stressed in dry years such as 2012
Taking into account thermal plant availability and high cost
of oil generation persistent very tight system margin drives
need for new capacity
Expected demand growth will require additional thermal
capacity to back up hydro and ensure security of supply
Given lead times auctions in 2013 andor 2014 needed to
close supply gap appearing by 2018
Thermal capacity necessary as backup for hydro Demand growth requires larger thermal backup
Highly attractive market supported by fundamental growth prospects
Reservoir levels in Southeast Brazil
(~70 of total storage capacity in Brazil)
0
25
50
75
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average 2007-2011 2012 2013
Dry season
Supply amp demand projection
GW (availability adjusted)
Sources ANEEL ONS EPE EON-MPX JV
8 GW Supply gap
No
n-E
U
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
53
~20 GW expected to be in operation by end 2013
11 GW coal Peceacutem I amp II and Itaqui
09 GW gas Parnaiacuteba I II amp III and Kinross
Strong and valuable support by EON already
materialized in construction and commissioning of plants
MPX portfolio
~10 GW development pipeline
Gas Parnaiacuteba extensions 22 GW Accedilu 33 GW
Coal Sul amp Seival 13 GW Accedilu 21 GW
Wind Ventos further greenfield 12 GW
Superior access to fuel fostering competitiveness
Participation in Parnaiba gas field basin
Participation in Seival coal mine
Landing point for coal and gas at Accedilu superport
~ 36 GW in advanced development and ~18 GW ready
for entry in expected 2013 auctions
Capacity in operation and under construction Capacity under development
MPX well positioned for future growth
Total Accedilu I
(CCGT)
Sul
(coal)
Parnaiacuteba V
(CCGT)
Parnaiacuteba II
closing
cycle
Ventos I
(wind)
Accedilu I
(coal)
Seival
(coal)
2013 auction ready
Near term pipeline (MPX attributable capacity) GW
MPX attributable capacity GW
No
n-E
U
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
54
MPX - Indicative evolution of shareholding structure
Starting point 578m MPX shares 117 535 348
EON acquires 245 from EBX Eike Batista 362 290 348
Initial price of 10 R$share
Upward adjustment of up to 1 R$share in function of settlement price of
capital increase and MPX share performance in subsequent 6 months
Investment of up to R$16bn (euro06bn1)
MPX makes a capital increase of at least R$12bn (euro05bn2) 352 240 408
EON committed to subscribe for R$04bn (euro01bn2) at 10 R$share
BTG Pactual retained as global bookrunner with firm underwriting
commitment at 10 R$share for balance not subscribed by EON
and other investors
MPX-EON JV reintegration 361 237 402
JV merged back into MPX against newly issued MPX shares
EON to become largest shareholder broadened Brazilian shareholder base
EON
EBXEike
Batista
Others
1 Assuming 11 R$share and 255 R$ per euro 2 Assuming 10 R$share and 255 R$ per euro
No
n-E
U
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
55
MPX - Financial implications of agreement for EON
Impact on EONrsquos investments in Brazil
Pre transactions EONrsquos investments in MPX and in
JV estimated at euro05bn during 2013-2015
Post transactions EONrsquos investments in MPX
estimated at euro08bn during 2013-2015
Transaction helps synchronize cash flow from
operating assets and capex for development
Still further capital injections expected towards 2015
in function of MPX development
Difference of only ~euro03bn over 2013-2015 neutral
over 5 year horizon
Impact on EONrsquos earnings from Brazil
Additional investment in MPX financed with EONrsquos
strong cash position
Immediate earnings contribution from assets in
operation
Transaction accretive to earnings
Summary
Planned EON investments after transactions
Planned EON investments before transactions
Better synchronization of cash flows from operating assets
and capex spent on development
No
n-E
U
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
56
EON Creditor amp Investor relations
Content Link
EON Creditor Relations httphttpwwweoncomeninvestorsdialogcreditor-relationshtml
EON Investor Relations httpwwweoncomeninvestorsdialoginvestor-relationshtml
Capital Market Stories httpwwweoncomeninvestorsstockcapital-market-storyhtml
Annual Report httpwwweoncomencorporate19886jsp
Interim Reports httpwwweoncomencorporate1022jsp
Facts amp Figures httpwwweoncomencorporate1029jsp
Important links
Reporting calendar amp important links
Reporting calendar
Date Event
August 13 2013 Interim Report II January ndash June 2013
November 13 2013 Interim Report III January ndash September 2013
March12 2014 Full year results reporting January ndash December 2013
April 30 2014 2014 Annual Shareholders Meeting
May 2 2014 Dividend Payout
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments
57
Disclaimer
This presentation may contain forward-looking statements based on current assumptions and
forecasts made by EON Group management and other information currently available to EON
Various known and unknown risks uncertainties and other factors could lead to material differences
between the actual future results financial situation development or performance of the company and
the estimates given here EON SE does not intend and does not assume any liability whatsoever to
update these forward-looking statements or to conform them to future events or developments